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Digitized by the Internet Archive 
in 2011 with funding from 
The Library of Congress 



http://www.archive.org/details/timestudiesasbasOOmerr 



AK 



TIME STUDIES AS A BASIS 
FOR RATE SETTING 

As Developed in the Taylor System 
of Management 



Time study for rate setting is the 
means to attain the fundamental 
objects in manufacturing of 
high wages and low labor cost. 

Frederick Winslow Taylor 



TIME STUDIES 

AS A BASIS FOR 
RATE SETTING 



BY 

DWIGHT V. MERRICK 

Member Taylor Society 
Member The American Society of Mechanical Engineers 

WITH A FOREWORD BY 

CARL G. BARTH 




NEW YORK 

THE ENGINEERING MAGAZINE COMPANY 

1919 



4- 



Copyright, 1919, by 

EDWARD W. CLARK, 3rd 

Executor of the Estate of 
FREDERICK W. TAYLOR 






QCI.A561198 



TO MY MOTHER 



k 



FOREWORD 

NEW ideas always slowly find their way into popular favor. 
Unfortunately, some ideas while thus slow in getting under 
way, once they have taken root, spread further and faster 
than they can be properly assimilated by their votaries. 

A striking example of this is the idea of "unit-time-studying" 
the various classes of human labor performed in the industries, 
in the manner first suggested and practiced by the late Dr. 
Frederick W. Taylor, now generally recognized as the Father 
of Scientific Management, of which form of management unit- 
time study forms such an important element that managers 
and other executives, quite generally, have lost sight of other 
elements that are even more important, for, without these as a 
foundation, proper time studies to be used as the basis of equit- 
able task and rate setting are impossible. 

While Doctor Ta}Tor invented and used unit-time studies in 
a limited way some fourteen years earlier, it was not until 
June of 1895 that he gave the idea to the world in a paper en- 
titled "A Piece Rate System," which he presented at the 
Detroit meeting of the American Society of Mechanical En- 
gineers. Here he said: 

"Practically the greatest need felt in an establishment wishing to start 
a rate-fixing department, is the lack of data as to the proper rate of speed at 
which work should be done. There are hundreds of operations which are 
common to most large establishments, yet each concern studies the speed 
problem for itself, and days of labor are wasted in what should be settled 
once for all, and recorded in a form which is available to all manufacturers. 

"What is needed is a hand-book on the speed with which work can be 
done, similar to the ordinary engineering hand-books. And the writer ven- 
tures to predict that such a book will before long be forthcoming. Such a 
book should describe the best methods of making, recording, tabulating, and 
indexing time observations, since much time and effort are wasted by the 
adoption of inferior methods." 

However, greatly to his disappointment, Doctor Taylor found 
at that meeting that his audience was so little prepared for his 
ideas and methods, that the discussions of his paper, though 
many and varied, centered entirely on his method of "differ- 



— vni — 

ential piece rates" of paying for a task, instead of on his manner 
of determining the time allowance for the task, by means of 
unit-time studies. 

It was not until he again presented his ideas as a part of a 
more general scheme of management, in his second paper before 
the same society — "Shop Management," read in December,. 
1903 — that a limited number of shop managers and manufac- 
turers began to realize what he was aiming at, in addition to 
the exceedingly few who, in the meanwhile, had fallen under 
his personal influence. 

The importance that Doctor Taylor placed on time study is 
further emphasized by his statement that his object in writing 
his book, "Shop Management," was to call attention to this 
mechanism of management, and make sure that it should re- 
ceive the consideration that it deserves. In fact, on fifty-two 
pages of that book there are references to time study, and on 
page 58 is this paragraph: 

"The writer most sincerely trusts that his leading object in writing this 
book will not be overlooked, and that scientific time study will receive the 
attention which it merits." 

Since that time, the idea has spread much more rapidly than 
has an adequate realization of the difficulties that are con- 
nected with the making of time studies, and also of those that 
confront the person himself who undertakes to put time studies 
over in a shop; so that a great deal that is attempted along these 
lines miscarries in whole or in part. First of all, the mistake 
is only too often made of sailing into time studies before the 
shop equipment and methods have been properly standardized; 
and second, the mistake is made of supposing that a man of 
merely clerical experience provided with a stop-watch, can either 
on his own initiative make usable time studies, or may readily 
and quickly be taught how. However, this is far from the case, 
for time studies cannot be separated from motion studies, and 
motion studies cannot be made by a person who does not fully 
appreciate the purpose of the motions made by the operator 
he observes. Where a machine is involved he must also under- 
stand that machine, and the difference between its correct and 
incorrect operation and manipulation in every detail. 

He must also be able, promptly, to size up an operator as 
to his standing in his class, as to slow, medium fast, fast, or 
extraordinarily fast and expert. With this ability he can, 
after gaining sufficient experience, with almost equal satis- 
faction arrive at correct minimum unit times for equitable 



rate setting, no matter what grade of operator he may observe. 
However, it is at all times easiest and best to make observa- 
tions on a first-class, but not extraordinarily expert, operator. 

It is because Mr. Merrick was a full-fledged machinist of 
several years experience before he, some eighteen years ago, 
took up with time studies and rate setting as his specialty, 
under my own direct supervision and Doctor Taylor himself as 
the supreme leader, that I have such confidence in his work in 
this field that I have always refused to break in other men to 
make time studies and set rates for my own clients, and insisted 
that this be turned over to Mr. Merrick whenever he has been 
available. 

It is also because of this that I express my confidence that 
what Mr. Merrick has to offer the reader in this volume is of 
real value. 

Carl G. Barth. 
Buffalo, N. Y. 

February, IQIQ. 



PREFACE 

THE purpose in preparing this book on time studies for rate- 
setting is to contribute something toward satisfying a great 
need of industrial management that was first pointed out by 
Dr. Frederick W. Taylor as far back as 1895. If any proof is 
needed as to the interest of industrial executives and mechan- 
ical engineers in this topic at the present time, it is amply 
supplied by the remarkable response aroused by the author's 
articles printed in Industrial Managament, beginning with June, 
191 8, which form a portion of this book. 

Doctor Taj'lor's great contribution to human progress con- 
sisted in pointing the way to raising human labor to a higher 
degree of productivity, and thereby to increased earning power. 
Upon this his fame rests securely as one of the great leaders and 
greatest Americans of the Nineteenth and Twentieth centuries. 
In his two books, "The Principles of Scientific Management" 
and "Shop Management," he laid down his philosophy and 
principles of industrial management. In his presidential ad- 
dress before The American Society of Mechanical Engineers on 
"The Art of Cutting Metals," he gave the results of the most 
extensive and exhaustive series of experiments ever conducted 
on any subject relating to the metal-working industry. Second 
only in extent to his researches in metal cutting, was his in- 
vestigation of the principles of and the formulation of the 
practice of scientific time study. It was the author's good 
fortune to be associated with Doctor Taylor in this work from 
1898 to the time of his death. 

The beginnings of time study date back to 1881, when Taylor 
was foreman of the machine shop of the Midvale Steel Company 
of Philadelphia. He recognized that it would be more accurate 
to time each element of the various kinds of work to be done 
with a stop-watch, and then find the quickest time in which 
each job could be done by summing up the total times of its 
component operations and adding a reasonable percentage of 
allowance, then to search through records of former jobs as a 
guide in judging of the proper time and price. After two years 
of experimentation and trial he was convinced that this method 
of time study was a success. In regard to its success he wrote: 



"This department far more than paid for itself from the very start; but 
it was several years before the full benefits of the system were felt, owing to 
the fact that the best methods of making and recording time observations, 
as well as of determining the maximum capacity of each of the machines in 
the place, and of making working tables and time tables, were not at first 
adopted." 

It is so easy to overlook a purpose amid the details of its 
execution that many in the past may have considered accurate 
time study as theoretical, and as failing to hold concrete ad- 
vantages in shop management. For the benefit of all such it 
is well to state again the purpose of time study for rate-setting, 
essentially as worded by Doctor Taylor many years ago: 
"Time study for rate-setting is the means to attain the funda- 
mental objects in manufacturing, of high wages and low labor 
costs." 

The reason for the need of time study is found in the lack 
of knowledge by workmen, foremen and employers as to the 
time in which work can and actually should be done. The 
first-class mechanic knows that he can do more than the aver- 
age, but very rarely does he know how much his increase of 
production might be, unless he has in some manner carefully 
studied the operation. Yet a wealth of experience from time- 
study work shows that a first-class man can do very substan- 
tially more than the average and keep his pace up indefinitely 
without injury to his health, and the consciousness of more 
and better production and the increased earnings that go with 
the larger output, brings a happiness and zest in work not felt 
by those working under other conditions. 

A striking example of this proof Occurred in the experience 
of the author when the workmen of one large department in 
an industrial plant complained of unfair treatment. Other de- 
partments in this same establishment were working under rates 
set by time studies, and the men of this particular section felt 
that they were unjustly handicapped in production and earn- 
ing power because their operations had not been similarly 
studied and rated. 

The application of time study is as wide as manual opera- 
tions in industry. Detailed times are given in this book for 
several distinct kinds of work, including machine-shop opera- 
tions, molding, unloading freight-cars, cleaning windows, and 
carting bricks, stone, sand, ashes, coke and coal. 

The art of taking time studies has its difficulties, like all 
others. A parallel that has often been used is in drafting. 
Should a shop manager determine to establish a drafting-room 



— Xlll — 

where none existed before, he would understand at the outset 
some of the troubles that he would have to face and overcome. 
At the first he would not expect much success, even if he should 
establish his department by hiring experienced draftsmen and 
designers. The difficulties would be greatly increased should 
he be compelled to start his drawing-room with men who did 
not understand the art of drafting, even though they might 
otherwise be capable and energetic. So, in undertaking time- 
study work, progress must of necessity be slow at the outset, 
for it is an art that has its own methods, implements and 
practice, gathered through years of patient research and 
experience. 

One purpose of this book is to lay down in amplified form 
the principles covering time study for rate-setting, to show 
numerous mechanisms that have been found helpful in taking 
observations and using detailed times as determined, and to 
present some details of practice, particularly in regard to the 
human relationship involved in the work, such as only experi- 
ence can point out. 

This volume is divided into three sections: The first presents 
the principles, methods and implements of time study; the 
second is an illustration of time study as applied to a line of 
machine tools — Gisholt boring mills — together with a series 
of tables giving the detailed times as established by study; 
while the final section, in the nature of appendices, includes 
detailed times for a number of other kinds of work, and thus 
shows conclusively the wide adaptation of the principles and 
methods outlined. 

Accurate time study is a contribution to industry at large, 
but, as the majority of our industries utilize machinery, it is 
natural that the majority of the examples presented have been 
drawn from the machine shop. In this connection the distinc- 
tion should be fully appreciated between the study of an in- 
dividual operation on hand-work, or on a machine, and a study 
of the operation of the machine itself. The first type of study 
would be represented, for instance, by a profile cut on a rifle 
part, while the second would be the study of the elementary 
motions in connection with the operation of a machine tool, 
such as a boring mill. The difference between the two classes 
of studies is at once apparent, for the first applies to work on 
a particular piece only, while the latter supplies information 
for fundamental operations on a given machine, and in this 
form the data may be used for all work within the capacity 
of the machine tool. 



— xiv — 

The examples of this latter class of studies given in this 
book, namely complete time tables for a line of boring mills, 
are the first of their kind to be published. But their value is 
so great in its influence upon machine tool operations and the 
method of determining the production from them, that it is 
the hope of the author that in time every line of standard 
machine tools will be similarly studied, and whenever such a 
machine goes into service there will be supplied with it a com- 
plete set of individual times for its various operations. 

The preceding paragraphs have fully pointed out the credit 
due Doctor Taylor in connection with the topics of this book, 
while it is a privilege to acknowledge the opportunity afforded 
the author to enter his career as a time-study expert at the 
Link Belt Company under the personal direction of Carl G. 
Barth, and his advice and constructive criticism when intro- 
ducing methods at the plants of the Watertown Arsenal and 
the H. H. Franklin Manufacturing Company. Acknowledg- 
ment is also made of the unparalleled opportunities afforded in 
the development of time study and the introduction of the 
author's methods of rate-setting at the plant of the Winchester 
Repeating Arms Company, by the management of that plant, 
the accurate production demands caused by the war, and the 
variety of occupations studied and rated to the satisfaction of 
both the management and the twenty thousand employees 
affected. 

In addition, the author wishes to acknowledge the assistance 
of others. He is thus indebted to the wise counsel of Air. 
Edward W. Clark, 3d, Mr. Morris L. Cooke, Colonel H. K. 
Hathaway, and Lieutenant-Colonel Sanford E. Thompson in 
planning the general lines that have been followed in the pre- 
paration of this volume; to the additional assistance of Mr. 
Robert T. Kent, who prepared a portion of the introductory 
matter that appeared serially in a few articles in the American 
Machinist during 1917; to Mr. L. P. Alford, who, as editor of 
the former publication and later editor of Industrial Management, 
was largely responsible for the success of the articles in those 
magazines; and finally to Mr. Reginald Trautschold, who has 
done the editorial work in preparing this volume for publication. 

Dwight V. Merrick. 

New York, N. Y. 
February, IQ19. 



CONTENTS 



PAG F. 

Foreword vii 

Preface xi 



SECTION I 
PRINCIPLES, METHODS AND IMPLEMENTS OF TIME STUDY 

Chapter I. Objects and Principles of Time Study 3 

Fundamental Considerations — Objects of Time Study — Preliminary- 
Analysis — The Underlying Principle — Responsibilities of the Manage- 
ment and Workers — Basic Investigations — Procedure — Time Allowances 
— -Instruction Cards— The Time-study Observer — Advisable Time-study 
Operator — Task Time — Preliminary Observations — Methods of Taking 
Time Studies — Operation Time Studies — Fundamental Operation Time 
Studies — Observing and Recording Unit Times — The Stop-watch 

Chapter II. Taking an Operation Time Study 9 

Typical Example — The Observation Sheet— Elementary Observations 
— Recording Data — Required Number of Observations — Continuous 
Times — Individuul Times — Selected Minimum Time — -Deviation Factor 
— Allowance Curves — Recording Data on Summary Sheet — Selected 
Time — Determining Allowance Percentage — Working Cycle — Prepara- 
tion Allowance — Shop Allowance — Checking Time-study Observations — 
Instruction Cards — Unit Times. 

Chapter III. Taking a Production Study to Check Tasks 20 

Production Time Study — Timing the Cycles — Time-study Observa- 
tion Sheets — Cycle Time — Recording Data — Production Time-study 
Data — Summary . and Analysis of Production Study — Rectifying Ma- 
chine Trouble — Unnecessary Delays. 

Chapter IV. Production-time Studies on Automatic Machines . . 35 

Noting Delays — Function of Production Time Studies — Difference Be- 
tween Operation and Production Time Studies — Classes of Time Studies 
on Automatic Machinery — Divisions of Incidental Observations — Ex- 
ample of Time Study on Automatic Machines — Production Observation 
Sheets — Delay Symbols and Conventional Records — -Analyses of Pro- 
duction Observation Sheets — Analyses of Delays — Graphic Determin- 
ation of Reasonable Necessary Delays — Determining Rate for Produc- 
tion — Instruction Cards for Machine Operators and Machine Adjusters 
— Standard Procedure for Time Studies on Automatic Machines. 

Chapter V. Establishing Delay Allowances for Rate Setting . . 53 

Reasonable Time Allowances— Task Time — Influence of Fatigue on Pro- 
duction — Rhythm of Production Work — Effect of Rest Periods on Time 
of Production — Changing Nature of Work — Rivalry in Stimulating Pro- 



PAGE 

duction— Extended Fatigue Study— First Formula for Fatigue Allow- 
ance — Deriving Fatigue Allowance Curves — Comparison of Early and 
Recent Fatigue Allowance Curves — Mathematical Formula for Series 
of Allowance Curves — Use of Allowance Curves — Variation Allowance. 

Chapter VI. Production-time Study on Variable Operations . . 66 
Typical Example of Variable Operation and Procedure for Time Study 
— Delays Noted — Data Recorded — Production Curves — Allowances for 
Necessary Interruptions — Reward Introduced to Secure Output — Ef- 
fect of Premium. 

SECTION II 
STUDIES APPLIED TO LINE OF MACHINE TOOLS 

Chapter VII. Time Studies for Rate Setting on Machine Tools . 79 

Value of Predetermining Rates of Production — Essential Knowledge — 
Compiling Elementary Time Tables — Function of Elementary Time- 
tables — Work Involved — Definition of Terms Frequently Employed — 
Procedure — Subdivision of Machine Shop Operations — -Normal Con- 
dition of Machine — Manipulating Machine for Task — Establishing Fun- 
damental Operations — Combinations of Elementary Operations. 

Chapter VIII. Preparing Boring Mills to Receive Work .... 87 

Trend Curves — Fundamental Operations — Normal Condition of Ma- 
chine — Preliminary Survey — -Recording Preparation Unit Times — 
Oiling Machine — Moving Rail by Power — Loosening and Clamping 
Swivel Head — Removing and Replacing Tool Post — Changing Position 
of Tool Post in Ram — Chucks for Boring Mills— Setting Chuck Jaws to 
Line— Removing Chuck Jaws — Reversing Chuck Jaws — Moving Chuck 
Jaws In or Out to Line. 

Chapter IX. Landing Work and Operations Preparatory to Ma- 
chining 105 

Use of Traveling Cranes — Landing Work in Chuck Jaws by Hand — 
Landing Work by Hoist — Detail Times for Securing Chains— Detail 
Time for Hoisting and Landing Work — Making Work Run True — Tight- 
ening Chuck Jaws on Work. 

Chapter X. Setting Tools and Manipulating Boring Mill to Start 

Cuts 112 

Setting Tools for Roughing Cuts — Setting Tools for Finishing Cuts — 
Loosening and Removing Tools — -Machine Manipulation — Manipulation 
of Turret Head — Moving Ram Head — Trial Cuts for Calipering— 
Manipulating Machine to Set Tools under Various Conditions. 

Chapter XL Machining, Loosing Jaws, and Removal of Work . . 152 

Machine Standardization — Factors in Removing Metal — Barth Slide 
Rules — Provision for Trial Cuts — Loosening Chuck Jaws or Clamps — 
Removing Work — Hoisting by Crane — Recording and Classifying Time- , 
study Data. 

Chapter XII. Developing a Rate from Fundamental Operation 

Tables 157 

Typical Example — Major Operations — Form of Instruction Card — 
Fundamental Operations — Preparatory Operations — Classification of 



Operations — Necessity of Machine Speed and Feed Standardization — 
Length of Runs — Tool Setting and Machine Manipulation — Cleaning 
Allowances — Preparation Time Allowance — Machine Time Allowance — 
Mean Time Allowances. 

APPENDICES 

Appendix I. Organizing a Time-study Department 167 

Importance of Time Study — Field for Time Study — Duties of Time- 
study Department — Selection of Time-study Work — Time Study En- 
gineer's Duties — Revision of Methods and Processes of Manufacture — 
Qualifications for Time-study Observer — Selection and Training of 
Time-study Observers — Time Study Organization — Time Study Proced- 
ure — Rate Setters — Planning Box — Work Card for Recording Time- 
study Progress — Part Progress Sheet — Writing Instruction Cards — 
Assistant Overseers of Production. 

Appendix II. Classification of Time-study Data 181 

Need for Comprehensive Data — Requirement of Classification — Pro- 
cedure in the Metal Working Industry — Fundamental Operations — 
Classification — Filing Data — Cross Reference — Standard Process Cycles. 

Appendix III. Instruction Cards 189 

Form of Instructions — Selection of Workmen — Scope of Instruction 
Cards — Instruction Cards for Standard Machine Tools — Machining 
Operations: Molding, Handling Pig Iron, Coal, Coke, Ashes, Sand, 
Crushed Stone and Fire Brick, and Cleaning Windows — Job Cards — 
Instruction Cards for Manufacturing Operations: Unloading Coal 
Barges, and Machine Adjusters — Premium Instruction Cards for Jobing 
Operations — Recording Form on Back of Premium Instruction Card. 

Appendix IV. Rate Tables — Instruction Cards in Tabular Form . . 229 

Use of Rate Tables — -Form of Rate Tables — Classification of Rate 
Tables — Rating a Standard Bronze Bushing — Rating a Standard Steel 
Pin — Approved Form of Table. 

Appendix V. Investigations of Molding Processes 251 

Procedure — Major Fundamental Operations — Set and Ram Drag — 
Set and Ram Cope — Finish Drag — Finish Cope — Comparison of Calcu- 
lated Conclusions and Time Studies. 

Appendix VI. Rating for Drop-forging Operations 261 

Time Study Data Curves — Instructions — Time Study Data Curve for 
Loading Furnace, Heating Bars, Handling Stock, Trip Hammer and 
Forming — Drop Forging Allowance Curve — Drop Forging Instruction 
Card. 

Appendix VII. Investigating a Brass Rolling Mill Process . . . 273 

Object of Investigation — -Description of Operation — Previous Plan of 
Recompense — Weak Features of Certain Measures for Work Accom- 
plished — Logical Measure of Work Performed — Material Data — 
Trucking Practice — Mill Speeds — Standard Time Allowances — Aver- 
age Widths of Castings — Average Composition and Weight of Ma- 
terials — Reduction Table — Formula, Ascertaining Time required for 
Rolling — Rolling U. S. Government Military Cartridge Cases — Example 
of Time Study — -Rolling-mill Instruction Card. 



PAGE 

Appendix VIII. An Unique Control of Variable Tasks .... 287 

The Problem — "Unit" Time Measure — Example of Variable Task — 
Annealing Processes — Time Allowances — Earnings Based on "Units" 
— Control of Size of Working Force — Inevitable Effect of Plan on Pro- 
duction and Piece Cost. 

Appendix IX. Rating Tasks by Taxing Waste 293 

Waste of Material — Blue-printing Machine Process — Economical Con- 
duct of Blue-print Department — Standardization of Procedure — Rout- 
ing of Requisitions and Materials — -Adequate Working Force — Calibra- 
tion of Machine — Standardization of Paper Speeds for Various Kinds of 
Prints — Unavoidable Scrap — Measure of Paper and Scrap by Weight — 
Charging Blue-print Paper to Operating Force — Permissible Scrap — 
"Corrected Weight" Table — Computing Premium Earnings — Econo- 
mies Realized — Premium Records — Paper-box Manufacture — Measure 
of Production — Standardization of Box Sizes — Measure of Scrap in Terms 
of Boxes — Scrap-conversion Table — Example in Computing Earnings 
— Reward for Application to Task. 

Appendix X. Rating Sawing-Off Metal Stock 307 

Usual Methods of Conducting Sawing-Off Operations — The Problem — 
Measure of Work Performed — Standardization of Machine Time- 
Relationship Between Area of Bar and Time Consumed per Cut — 
Handling Time— "Units" and "Unit Rate"— Tables of Cut-Off Units 
— Production Tally — Example in Computing Earnings — Record of 
Economies Realized and Increase in Production. 

Appendix XL Rating Operations on an Automatic Dovetail 

Jointer 321 

Operation of Automatic Dovetailing and Glueing Machine — Duties of 
Operating Force — Measure of Work — Predetermination of Machine Time 
— Handling Time and Procedure Standardized — Calibration of Machines 
— Necessary Time Allowances for Preparatory Acts — Machine Set-ups 
— Conveying Capacity of Machine — Ideal Production — Attainable Pro- 
duction — Computation of Operators' Earnings — Output of Finished 
Boarding. 

Appendix XII. Wage Payment Systems 331 

Wage Systems — Day-work Recompense — Piece-work Recompense — 
Definite Task Rate — Incentives — Taylor Differential Piece Rate Sys- 
tem — Gantt's Fixed Bonus — Halsey Premium Plan — Rowan Premium 
Plan — Barth Premium Plan — Bearing of Time Study on Wage Systems 
— Differential Bonus Applied to Flat Piece-work — Bonus Systems for 
Indirect Producers — Examples. 

Index 357 



SECTION I 
PRINCIPLES, METHODS AND IMPLEMENTS OF TIME STUDY 



CHAPTER I. OBJECTS AND PRINCIPLES OF TIME STUDY . . . 

CHAPTER II. TAKING AN OPERATION TIME STUDY 

CHAPTER III. TAKING A PRODUCTION STUDY TO CHECK RATES . . 

CHAPTER IV. PRODUCTION-TIME STUDIES ON AUTOMATIC MACHINES 

CHAPTER V. ESTABLISHING DELAY ALLOWANCES FOR RATE SETTING 

CHAPTER VI. PRODUCTION-TIME STUDY ON VARIABLE OPERATIONS 



3 

9 

20 

35 
S3 
66< 



TIME STUDIES AS A BASIS 
FOR RATE SETTING 

CHAPTER I 

OBJECTS AND PRINCIPLES OF TIME STUDY 

ANY piece of work, any task, entails three fundamental 
considerations: with what implements it is to be per- 
formed; how it is to be done and the length of time required 
for the performance of the task. The last, the time required, 
is the all-important consideration in any industrial pursuit, 
for it is the measure of production, the gauge of the result. 
How or with what it is done is quite immaterial, provided the 
task is accomplished expeditiously and economically — in other 
words, with a minimum expenditure of time and energy. Re- 
sults are what count, but results can only be secured if the tools 
are suitable and kept in effective working order, and the process 
employed, or method of performing the work, is efficient. To 
set a rate at which work should be performed or to establish 
a standard period in which the task should be completed, 
necessitates, then, a preliminary standardization both of the 
implements to be employed and the method to be followed, 
and no standard rate can be established unless these two pre- 
liminary steps are taken first. Of an investigation aiming to 
increase production, it is quite as much a part to standardize 
ways and means as it is to set a rate at which the work should 
be performed. 

An investigation to increase output calls for time study, for 
it deals primarily with the element of time, so time study has 
for its objects: (i) the determination of possible improvements 
in the equipment and surrounding conditions for producing a 
given piece of work or for discharging a specific piece of work; 
(2) the determination of possible improvement in the method 
of actually performing the work; and (3) the determination 
of a unit time in which a given piece of work, or task, should 



__4 — 

be finished, under satisfactory conditions with effective use of 
the equipment provided for the task. Properly speaking, the 
main object of time study is to determine the time for a task, 
the first two enumerated objects being rather of the nature of 
analysis and simplification of the motions preparatory to time 
study — in reality motion study. 

Time study is essentially constructive in its function, for its 
ultimate objective of arriving at a fair and equitable rate at 
which the work should be done is reached only after each act 
and mechanism incidental in any way to the completion of 
the work has been carefully analyzed and made as convenient 
and easy as possible for the operator — all unnecessary work 
eliminated and all acts essential to the conduct of the work 
simplified. 

A detailed analysis of all the elements that enter into the 
completed task is made and the most effective method of oper- 
ation determined in advance. In this way a clean cut science 
is developed for each and the aggregate of the element operations, 
the operator trained and taught to work in an effective and 
predetermined manner, the responsibility for which rests with 
the management, so that his energies are expended in a way 
highly profitable to him and to his employer. The fundamental 
principle underlying time study is that the greatest material 
gain to the employer is possible only when the emploj^ee gains 
correspondingly and the responsibility is divided equitably be- 
tween the management and the worker. Time study imposes 
upon the management the responsibility for the work and, 
with the co-operation of the workers, the task of training them 
in the operating methods developed. Upon the workers is 
imposed the obligation of learning how to perform work in the 
most effective manner, by following the plain and simple in- 
structions which are an intimate and inherent part of time 
study. 

No time study should ever be taken without first thoroughly 
acquainting those who are in any way connected with the work 
that is to be studied, and especially the one person that is to 
be observed, with the object of time study and the benefits 
that will be derived therefrom; and every effort should be 
made to gain the confidence and full consent of the worker. 
In some establishments time study has been brought into dis- 
repute because it has been sprung upon workmen without any 
effort to obtain their co-operation. 

Time study procedure entails certain basic investigations 
which are essential before the data collected can be made use 



of in rate setting. There should be made, first, a careful sur- 
vey of the work and all influencing conditions; second, an 
analytical division of the task into simple elements; third, an 
observation and record of the time taken in performing each 
of the element operations; and, fourth, an analytical study of 
the recorded unit times. To make use of the data collected 
for rate setting, all abnormal readings should be eliminated 
and a fair standard time determined upon for each one of the 
simple operations — due and fair consideration being given to 
the character of the work and the demands upon the operator. 
Fair allowances to be made for fatigue and unavoidable delays 
in the course of the work should be ascertained and, finally, 
there should be prepared a plain instruction card from the time- 
study records, to include the measured allowances for fatigue 
and the interruptions to be anticipated which are beyond the 
control of the operator. 

The taking of time studies calls for an observer — the person 
making the time study — of an analytical turn of mind, skilled 
not only in making time studies, but also in the character of 
the work under observation, though not necessarily a skilled 
operator — worker — on the task in question. The observer 
should be somewhat of a psychologist as well, for he must have 
a clear conception of the frailties and limitations of human na- 
ture in order to make just demands upon the operator in setting 
tasks. 

The operator should be advisedly a first-class worker, skilled 
in the line of activity under investigation, and of somewhat 
better than average ability, for the fatigue and other time 
allowances added to the specific times recorded during the 
study should be so proportioned as to bring the resulting rates 
within the range of ability of the average worker. When the 
services of an operator with such ideal qualifications cannot 
be secured for a time study, an experienced observer can ar- 
rive, not infrequently, at as accurate deductions from which 
to set an equitable and fair rate by a study of a quite 
mediocre worker. In such instance, greater dependence upon 
the skill and experience of the observer is necessary than if 
the operator is a highly skilled worker co-operating with the 
observer in establishing a standard time for the work. 

The experienced observer, acquainted with the character 
of the work, with effective and efficient methods of performing 
simple manual and mechanical operations and who is also a 
keen student of human nature, soon learns to recognize with 
certainty any tendency on the part of the operators not to do 



— 6 — 

their best and to make due allowances for the resulting ineffi- 
ciencies, etc. Unusual ability and excessively rapid movements 
on the part of the operator, that is, dexterity and speed of 
action which could not be maintained without causing physical 
exhaustion, are also apparent to the trained observer and are 
properly discounted by him, for the desired task time is the 
one that can be equalled by workers following instructions and 
working at a reasonable pace — a pace which can be kept up 
from day to day without undue exertion. 

Prior to commencing a time study, it should be an invariable 
rule that the observer acquaint himself with the character of 
the work and with all the conditions which affect or may affect 
it. He should observe the conditions under which the raw ma- 
terial is furnished to the operator and the facilities that the 
operator has for disposing of his finished product. He should 
familiarize himself with the quality of work demanded, includ- 
ing the degree of finish and the limits of accuracy required. 
He should see that the necessary equipment for the operator 
effectively to perform his work is provided and available as 
required and, if the study is on a machine operation, he should 
see that there is a sufficient supply of power to drive the ma- 
chinery to the best advantage. If, during this preliminary sur- 
vey, it appears to the observer that certain conditions are ab- 
normal, they should be rectified before any attempt is made to 
start time studies. It is essential that the observer should aim 
to establish standard conditions, which can be repeated at any 
time in the ordinary course of work, and the best sequence of 
events in the conduct of the work. 

The time required for the performance of any piece of work 
or definite task depends upon two groups of factors — those 
within the control of the operator and those over which he 
personally has no control. The first group consists of the 
handling of the work at his machine or place of work and the 
manipulation of the necessary tools and aids. The second group 
includes the supply, quality and quantity of raw material, the 
tool equipment and all implements which should be furnished 
him for the effective conduct of his work. Time study is applied 
to the acts of the first group, but it is futile to expect any marked 
improvement by means of time study on the various operations 
unless means are provided to control adequately the items of 
the second group. 

The time studies necessary to the effective operation of any 
particular establishment may be taken in two ways: (i) If 
the product does not vary in type and character from day to 



— 7 — 

day and is made by repeating the same operation or set of 
operations, it probably will be wise to take a study of each 
operation as a job complete in itself. Such investigations are 
known as operation time studies. (2) If the product varies 
frequently, and is made by a series of unrelated elementary 
motions, the grouping of which is never, or seldom, the same, 
it is necessary to determine which of the several elements 
are to be grouped and regrouped to perform the various funda- 
mental operations. Time studies should be taken on the 
individual fundamental operations either singularly or collec- 
tively, and the data thus secured can be arranged and combined 
in such manner as to fix a definite time for the performance 
of practically every job that may be performed in the establish- 
ment. Such studies are usually conducted on machine tools 
or on complete operations, where elements from several funda- 
mental operations can be taken to make up a new fundamental 
operation and these made into a complete operation. Such 
studies would be known as fundamental operation time studies. 

The method of observing and recording the time required 
to perform particular operations and the study and analysis 
of the required data is, as a rule, the same for both operation 
time studies and fundamental operation time studies. 

The first step in the taking of a time study is the analysis 
of the job as a whole into its elementary divisions. The ob- 
server lists these divisions of the work in the order of their 
occurrence, splitting the job up into a greater or less number of 
more or less minute elements, depending upon the character 
of the work and the conditions surrounding it. It may be 
desirable or necessary in certain cases to analyze each opera- 
tion down to the most elementary unit, while in other classes 
of work it would be perfectly satisfactory to group several 
such minute elements together to form a subdivision of the 
whole operation. For instance: In studying the operations in 
a lathe, a cutting tool would be inserted in and removed from 
the tool post several times during the course of the work. If 
a study is being made to determine the length of time required 
for certain cutting operations, that is, if we are studying the 
work itself and not the machine in which the work is being 
done, it probably would be sufficient to enter the time required 
for inserting the tool in the tool post as a single item; viz.: 

Put tool in post 0. 30 min. 

On the other hand, if we are studying the lathe with a view 
to determining the best method of handling it and the tools 



— 8 — 

pertaining to it, it would be desirable to analyze this opera- 
tion of putting the tool in the tool post still further as follows : 

Get tool from tool stand 0. 03 min. 

Measure height of tool 0. 06 min. 

Put packing in tool post 0. 07 min. 

Put tool in post 0. 03 min. 

Set tool in position 0. 03 min. 

Tighten tool-post setscrew 0. 08 min. 

Total 0. 30 min. 

In general, the following rule may be established for group- 
ing the elements: When the time intervals of the individual 
elements are extremely small, it is best to group them and 
treat the combination as a single element. There are several 
reasons for this, chief among them being the difficulty of ac- 
curately observing and recording the items that follow each 
other with an interval of only a few hundredths of a minute 
between. An error in reading the stop watch may easily equal 
the elapsed time for the performance of the particular element 
under observation. If it is absolutely necessary to obtain the 
elapsed time of each small element, this may be done if the 
work consists of recurring cycles of specific operations, though 
the duration of the individual operations is so short as to 
make it difficult, if not impossible, to obtain accurate readings 
on the watch for the elementary acts. Where several successive 
short elementary operations are repeated continually, it is 
possible to take the time for various groups of observations which 
occur in regular order, and from the data thus obtained to cal- 
culate the time of each element — provided, the number of 
successive elements observed as a unit is prime to the total 
number of element operations in the complete cycle, as de- 
monstrated by Carl G. Barth and first mentioned in Mr. Tay- 
lor's book, "Shop Management." 

The observing and recording are done with the aid of a stop 
watch whose dial is divided into one-hundredths of a minute, 
the hands of which are so arranged as to permit of their being 
stopped and restarted from the same point without being set 
back to zero, if desired. The observation sheet is usually car- 
ried on a board that has a pocket on the upper edge into which 
the stop watch fits. The board is of such size as to conveniently 
be carried upon the observer's left arm, and the position of the 
watch is such as to bring the work, watch and observation sheet 
in the same straight line with the observer's eye. 



CHAPTER II 

TAKING AN OPERATION TIME STUDY 

THE detailed procedure followed in taking an operation 
time study is well exemplified by the method in which 
collection of necessary data to establish a standard time for 
performing the operation of edging, or profiling, the bolt breech 
of a military rifle was conducted. The importance of establish- 
ing a definite and effective rate for this operation may be ap- 
preciated from the fact that the same operation, performed in 
the same manner and with the same tools, is to be performed 
hundred of thousands of times. 

The observer, after familiarizing himself with the operation, 
tools and all conditions influencing the work, systematically 
records the information upon an observation sheet, a standard 
form of which is shown in Fig. I. In the space at the top of 
the face sheet are recorded the data necessary to the identifi- 
cation of the operation, the machine, etc., and on the reverse 
side (Fig. 2) are noted the details of speeds, feeds, material 
used, etc.; sketches are made of the piece of work and the 
tools; and all other information is recorded that may prove 
useful to the observer in working up his observations after he 
has left the machine at which the study was made. 

It will be noted that the reverse side of the observation sheet 
carries printed notations of the subjects on which information 
should be secured when the time study is taken. It has been 
found advisable to have these printed memoranda, for the reason 
that if the time-study man trusts to his memory, he will fre- 
quently overlook one or more important items. Such over- 
sight would necessitate a second trip to the job, or the omission 
of the information altogether, as often as it cannot be secured 
after the job has been completed and the set-up for it dis- 
mantled. When the items that must be observed are printed, 
and the observer is required to make an entry of one kind or 
another opposite each item, it would be an exceedingly careless 
time-study man who would leave the job without complete in- 
formation. The notes and data recorded should always be as 
full and definite as conditions permit, for it should always be 
possible from the information recorded on the observation sheet 
to reproduce the conditions under which the study was made. 



— 10 — 




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-REVERSE OF TIME-STUDY OBSERVATION SHEET 



In the study under consideration, the observer analyzed the 
profiling of the bolt breech into eight elementary operations. 
These are listed in the column at the left of the operation sheet 
and in the spaces following the entries will be noted two sets of 
figures. Those in the lower part of the space are the "continu- 
ous times," recorded as the study is made. The observer may 
at the conclusion of his observations on the first piece set his 
watch to zero and record the details of the second piece with- 
out, reference to those of the first, but it is more desirable to 
allow the watch to run continuously and to make all observa- 
tions show the elapsed time from the beginning of the study. 
This was what was done in the present case, and it will be noted 
that the recorded times are continuous from one series of oper- 
ations to the next. If during the progress of the time study, 
an interruption not connected directly with the work occurs, 
the watch may be stopped and restarted from the same point 
when work is resumed. In other words, the observer notes 
only those events that have a direct bearing on the work. 

It is better, however, to allow the watch to run, and to 
make a notation in one of the spaces at the top of the sheet, 
giving the time at which the interruption began and the time 
at which it was ended. The advantage of this is that there 
would be at the end of the time study a complete list of all such 
interruptions to the smooth progress of the work as might 
reasonably be expected and for the prevention of which pro- 
vision could be made in subsequent work. 



— 12 — 

The number of complete operations that should be observed 
during a time study will vary with the nature of the work. 
If a comparatively long period of time is required for each of 
the elementary operations and it is evident that the operator 
has obtained a rhythm that enables him to work at an approxi- 
mately uniform rate, then a comparatively small number of 
observations will suffice. In explanation, the same time for a 
given error in a long element as compared with a short element 
would show up a larger percentage of error in the work, thus 
necessitating a greater number of observations than when the 
element is long. The best results will be obtained if the oper- 
ator is permitted to work a sufficient length of time to attain 
his rhythm before the observations are commenced. On the 
other hand, if the element operations are all of short duration, 
introducing the possibility of errors in the reading of the watch, 
or if the operator shows that he is not proceeding uniformly as 
regards speed of working, a large number of observations must 
be made. The requisite number of observations is a matter 
which has to be left to the judgment of the time-study man. As 
a general rule, where the average duration of the element 
operation is less than one minute, twenty complete operations, 
however, should be made. 

On the completion of the observations at the job, the observer 
determined the "individual time" for each element operation 
from the "continuous times" recorded while taking the study. 
These individual times are the times required for the comple- 
tion of each of the several elements, and are entered on the 
observation sheet opposite the particular element involved and 
above the record of the "continuous" or elapsed time made 
while the time-study observations were under way — see Fig. I. 

Taking now, for example, the seventh detail operation, 
"Return Table," we have a set of values ranging from 0.03 to 
0.07 min. as the time for performing this operation on the 
40 pieces on which the time study was taken. The item 0.03 
min. in line 17, column 1, in the second, or lower, group is 
stricken out as being due to an error or an abnormal condition 
and the remaining times are averaged, the average value 
0.0505 being entered in the column allotted for that purpose. 

The striking out of abnormal values, either excessively higher 
or lower than the average of all the individual times of the 
same element, is a detail that calls for fine judgment on the 
part of the time-study man. Such variations may be due to an 
error in reading the watch, or to an abnormal condition of the 
work that is not likely to recur in the ordinary course of events. 



— 13 — 

While no general rule can be laid down for the elimination of 
these abnormal items, minimum or maximum isolated items 
25 per cent, less or 30 per cent, greater, respectively, than an 
adjacent item should usually be rejected. 

Having determined the average, the abnormal readings being 
eliminated, the individual times used in determining the aver- 
age are scanned and the minimum individual time ascertained. 
This is divided into the average, the quotient being designated 
as the "deviation." The above procedure is followed for each 
of the detail operations, and the individual deviations are listed 
as shown on the observation sheet. These are then totaled 
and divided by the number of deviations. This quotient, 
usually, though incorrectly, called the average deviation, is a 
factor that divided into the average of the individual times for 
a detail operation will give the "selected minimum" time for 
that operation. The "total selected minimum," or cycle time, 
is not the time in which it is expected that the cycle be per- 
formed in practice, although some one or more of the elements of 
the cycle might be performed within their respective "selected 
minimum" times by an exceptional operator working under 
unusually favorable conditions. 

In many cases the deviations of the several elements of a 
cycle show quite wide variations. The deviation factor recon- 
ciles these variations and furnishes a convenient way of reduc- 
ing the several averages to a common standard. It also takes 
into consideration the influence that the several items in a cycle 
may have on any particular item. The value assigned to an 
item considered by itself may be quite different from the value it 
would assume when it is considered as a part of a series of items. 

A shorter method of finding the deviation factor is to divide 
the sum of the averages by the sum of the minima. It is, how- 
ever, desirable to note the fluctuations of the several individual 
deviations from the deviation factor, since those elements that 
show the widest deviation are those upon which the greatest 
improvements may reasonably be expected. 

In cases where the very nature of the work has a tendency 
to vary the elementary motions and they are not of sufficient 
importance to warrant an attempt at improvement the shorter 
method will save time. 

A large number of studies seem to indicate that the "selected 
minimum" times for the various elements as determined from 
observations on one operator will agree closely with those ob- 
tained from observations on another operator doing the same 
class of work. This is true, even if the corresponding elemen- 



— 14 — 

tary average times for the two operators show an aopreciable 
variation. 

In analyzing a study, the deviations of the motions of a simi- 
lar nature are, strictly speaking, comparable. In explanation: 
It is obvious that all operations consist of one or more major 
elements and the handling elements involved in their perform- 
ance. It is often advisable to group the deviations of the 
major elements together and also those of the handling ele- 
ments, the group averages of which should then be applied to 
the respective elements from which the group deviations were 
derived. At times it may even be necessary to make finer 
subdivisions of the elements, as, for instance, when the ele- 
ments are of a decidedly dissimilar nature. 

The deviation in reality is the amount an operator varies 
from perfection — a ioo per cent, operator would have a deviation 
ratio, or deviation, equal to unity, for a hundred per cent, 
operator is one whose average time for a task equals the mini- 
mum selected time for the work. A power-feed machine time 
where the speed is kept constant would show a deviation equal 
to one. 

Observations have shown that average operators working in 
good rhythm show a deviation ranging between 1.20 and 1.30. 
Deviations as low as 1.15 have been obtained, usually on short 
cycle operations where women are employed. 

From a number of studies taken on men, it is observed that 
they rarely show a deviation lower than 1.20. This can be ex- 
plained in part by the type of work they usually perform. 
Studies showing deviation much above 1.30 are questionable 
and should be carefully considered before use is made of them. 

Judgment should be used by the observer in taking a study 
to note if the operator is working at his best pace, for it is pos- 
sible for experienced operators to time themselves so dexter- 
ously as to be able to bring about a low deviation. 

It is evident from the foregoing that the selected minimum 
elementary time as determined by the time study represents 
an exceedingly high standard of performance on the part of 
the operator. It would be unfair and unwise to expect the 
operator to continue at such a rate throughout the day with- 
out any rest or relaxation. In fact, it is not expected that an 
operator will attain the minimum time, except under unusual cir- 
cumstances. Therefore, in setting tasks or writing instruction 
cards from the data gathered by time study, an allowance is 
made to bring the time for a job within the ability of the aver- 
age first-class workman. This allowance is a percentage of the 



— 15 — 

sum of the elementary times that enter into the operation. It 
depends both upon the nature of the work and on the amount 
of work in a single complete operation or cycle of operations. 

Based on the data from a vast number of time studies on a 
great many varieties of work the curves in Fig. 4 have been 
derived. These curves are a guide to the percentage/ that 
should be added to the sum of the times of the elements making 
up an operation. The curves show the allowances that should 
be made for several classes of work, the differentiation between 
these classes being the relative percentage of machine time and 
handling time in the operation. The mathematical expression 
of these curves were derived by Carl G. Barth. 

The deductions made by the observer from his analytical 
study of the data recorded at the job are summarized and en- 
tered on a second observation sheet (Fig. 3) on which are 







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three columns, headed "Selected Minimum," "Preparation 
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The figures under "Selected Minimum" are derived from the 
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— 16 — 

is obtained. Both "Selected Minimum" and "Selected Time" 
agree in total, the only difference being that the individual 
selected times are simplifications of the individual selected 
minimum times. 

In the "Preparation Column" is placed the time for doing 
certain operations which are not performed regularly, and 
these are shown on the numbered lines, 2, 11, 12, 13. The 
time allowed for performing these operations is standard, being 
arrived at by previous time study and, in some cases, is more 
or less liberal. The time allowed for each operation is divided 
by the number of pieces done during certain intervals to ob- 
tain the allowance per single piece. 

Inasmuch as this job includes only handling time, Curve 100, 
Fig. 4, is used to determine the percentage of allowance. The 
percentage, 41, is found at the point on this curve correspond- 
ing to the time of the selected cycle, 0.475 minute. Multiply- 
ing the selected cycle of 0.475 minute by 0.41 we obtain an al- 
lowance of 0.195 minute. This is added to the selected cycle 
and gives a total of 0.67 minute for the working cycle. The 
working cycle is the time in which the operator should perform 
the operation consistently over a full working period. 

To the preparation time an arbitrary allowance of 25 per cent, 
is made to offset any variation, interferences, etc. To the total 
of working cycle time and preparation time a flat shop allow- 
ance of 2^ per cent, is added to cover oiling the machine and 
washing at noon and night. The grand total, 0.779 minute, of 
the several items enumerated is the standard time in whicn 
the workman should do the job. 

Before the rate established by the time study is put into 
effect in the shop, it is checked by observing the workman as- 
signed to the work for a few cycles of the operation and noting 
whether he approaches the selected minima of the detail oper- 
ations. Any appreciable variation indicates an error in the 
time study, one which should be corrected before the study can 
be accepted. A satisfactory check is followed by the insertion 
on the summarized observation sheet of the various items of 
hourly production, wage, rate, etc., relating to the operation 
studied. Instruction cards, one for the machine adjuster (Fig. 5), 
whose duty it is to adjust, maintain in good operating condi- 
tion and inspect the machine to be employed, to see that it 
is properly lubricated, to secure the cutting tools, etc., and to 
exercise supervision over the machine; and the other (Fig. 6) 
for the workman assigned to the job are then compiled. The 
latter instruction card should carry detailed instruction of all 



17 — 




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— 18 










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M>CH . „„EDGER 



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— 19 — 

acts necessary for the workman to perform, with entries of 
the time the work should take and, in addition, the calculated 
"handling time" and the allowance for washing up, oiling the 
machine, etc. The sum total of the element times, handling 
time and allowances establishes the time per unit upon which 
the rate per unit is figured. 

In the shop in which the time study on profiling the bolt 
breech of the military rifle was taken, a guarantee of the rate 
of payment is also issued with the instruction card to the work- 
men (see Fig. 7). The late Dr. Frederick W. Taylor always re- 



GUARANTEE- OF- RATE- 


GUN"E" 

SHOP 


BOLT BREECH 

NAME OF PART 


1917 

MODEL 


84 

OPEB.NO 


F.D6E EXTRACTOR CUT. RI6HT 
oPER/kTOii SIDE AND BOTTOM FRONT E/iP 


77 

PROQPEP HOUR 


P.&W. NO. 12 ED6ER 

MACHINE 


$0.30 

BASE RATE 


fO.BZ 
RATE PER IOO 


6-/3- IB 

DATE 


The above Piece Rate depends upon the Base Rate and the 
Time allowance for doing the Work . 

The Base Rate is determined by Business and Industrie)/ Cond- 
itions . 

The Time Allowance" is determined by Time Observations ."* 

Tfie Company guarantees that the Base Rate will not be 
Changed as long as there is no Radical Change in the Business 
and Industrial Conditions, and Guarantees that the Time Allow- 
ance will not be Changed as long as the Method Described on 
the Instruction Card is in EtYect. 

JOHH DOB MANUFACTUftlNo CO. 

PERO 



FIG. 7. WORKMAN S RATE GUARANTEE 



garded the issuance of an instruction card to the workers as a 
guarantee of the task time for the performance of the work 
as described, but the separate guarantee, suggested by J. E. 
Otterson of the Winchester Repeating Arms Company, is not 
without merit. 



CHAPTER III 

TAKING A PRODUCTION STUDY TO CHECK TASKS 

AFTER an operation time study has been completed, an in- 
struction card prepared, and a rate set, there is sometimes 
complaint made that the operator is unable to reach the standard 
called for by the instruction card. This may be due to one or 
more of several causes: Lack of skill on the part of the oper- 
ator; trouble with the machine; improper equipment; un- 
noticed or unnecessary delays or wastes of time; or an incorrect 
i:ime study. 

If an operator consistently fails to perform his task in the 
allotted time, it is essential that his work be studied to ascer- 
tain which of the above enumerated items is the cause of the 
failure. If the fault lies with the operator, he may be corrected 
or put under instruction. If the machine is out of order, the 
necessity of repairs or adjustment becomes at once apparent. 
If the time study has been carelessly or incorrectly made, that 
fact will be revealed and the rate called for by the instruction 
card can be canceled pending the correction of the study and 
the establishment of a new rate. It should be said here that 
when the original time study is made and computed according to 
the methods previously described, the rate will seldom be found 
to be incorrect, but that the trouble lie with the machine or the 
operator. The study that is made to determine the cause of 
failure of an operator to reach the standard set is known as a 
"production study." 

A production study consists in an observation of a job during 
its entire course, the time of the various elements or cycles of 
elements being taken, together with the time of all interruptions 
or delays of any kind whatever. The production study should 
begin preferably when the operator starts work in the morning 
and should continue throughout the day, or possibly for several 
days, provided the job lasts that long, and the nature of the 
work requires it. It is especially desirable that the study con- 
tinue for an entire day if the work is of such a nature as to re- 
quire considerable exertion on the part of the operator, in order 
that the effects of fatigue may be determined. It often happens 



— 21 — 

that a time study which is apparently correct for jobs whose 
duration is but an hour or two will set a task which is far too 
severe if the job is to be continued for eight or ten hours by 
reason of the cumulative effect of fatigue over the longer period. 
In making the production study, the watch should be started 
at the commencement of the work and allowed to run continu- 
ously until the study is completed. The observer should notice 
the elapsed time at the completion of each element operation 
or cycle and at the beginning and end of each interruption the 
class of the work and the nature of the interruption or delay. 
The observer should take differences — determine the individual 
times — during the course of the study, if the intervals between 
readings are of sufficient duration to permit so doing. The tak- 
ing of differences on the spot supplies the data necessary for 







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FIG. 8. TIME STUDY ON POLISHING A RIFLE BARREL 



the observer to make frequent comparison of the several in- 
dividual times, practice which frequently enables the observer 
to detect discrepancies in the operator's work and to determine 
and apply the remedy at once. 

At the conclusion of the production study, the time consumed 
in the several operations and by the various delays is summar- 



— 22 — 

ized and totaled. This collection of data will then make it a 
simple matter to determine whether the workman wasted time 
or was subjected to unnecessary delays in securing materials, 
etc., whether there were machine delays and whether the ma- 
chine was run at the most effective speed. 

Figs. 8, 9 and io illustrate a time-study observation sheet, 
its summary and the instruction card issued to the workman 







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MACHINE TIME. hAMD FEED a 

-/9 HANDLING TIME (#:£<LCURVE) a 


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ALLOWANCE FOR WASHING 5. OILING at ?' /g *■ 
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MAN OPERATES_£_ MACHINES. ON OPE 










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1 







FIG. 9. — SUMMARY OF TIME STUDY ON POLISHING RIFLE BARREL 



for polishing the barrel of a military rifle in a Heming Bros, 
automatic polishing machine. For some reason the workman 
appeared to be unable to accomplish the work in the time set 
by the study. As the taking of the study and the setting of the 
rates therefrom followed the procedure described in Chapter 
II, it was necessary to ascertain the reason for the workman's 
failure to complete his task in the time allowed. 

Referring to Fig. 9 it will be noted that of the 1.88 minutes 
required for the completion of the cycle of element operations, 
1.69 minutes are consumed by machine operations, and 0.19 
minute in handling the work into and out of the machine. On 
the machine time a flat allowance of 5 per cent, is made and 
on the handling time, in establishing the rate, a percentage is 



— 23 — 

allowed which depends upon the proportion of the cycle time 
represented by the handling time of all the machines tended 
by the workman. The data shows that the operator runs four 
machines, and the assumption is made that on the same opera- 
tion the handling time of each machine must be the same, 
or 0.76 minute. The 
cycle time being 1.88 
minutes, the ratio of 
the total handling 
time to that of the 
cycle is 41 per cent. 
The allowance per- 
centage for handling 
time in an operation 
involving propor- 
tional handling time 
of 41 per cent., the 
handling time for one 
machine being 0.19 
minute, is 70 per 
cent, (see "Curves of 
Delay Allowances," 
Fig. 4). The allow- 
ances for the prepa- 
ration of the ma- 
chine, oiling and 
washing up, are ar- 
rived at as explained 
in Chapter II. 

The time-study 
summary, Fig. 9, also 
shows that the ma- 
chine operation naturally divides itself into four parts: the 
setting of the work in the machine, the polishing operation, 
the return of the machine to its initial position, and the re- 
moval of the work from the machine. These distinct acts are 
listed on the observation sheet of the production study, Fig. II, 
as items A, B, C, and D, respectively. The other items listed 
on the summary observation sheet of the time study, Fig. 9, 
are not part of the cycle proper, but are operations performed 
on a group of pieces or on the machine after the completion of 
a certain number of pieces, and are pro-rated to the individual 
piece. 

In conducting the production study, the observer com- 



~ 


PIECE WORK 
INSTRUCTION CARD 












DIT..L INSTBUCTiONS 1 


reeo 


SPMO 




.08 
• 04 

1.33 
.35 

.07 

.014 

.133 
2.007 

.041 
2.138 

.054 
2-192 


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3 

4 

5 

6 
7 

8 


Set up and dross wheol 

Piok up tray of nork and plact 

on bonch. .195X1/54 

Piok up Borrol and Placo in 

fixtjro 

Tighten Fixturo and Olutoh in] 

POLISH R.P.li. of wheel 1525 \ 

of nork 282- Feed .Q68 Run 
RETURN CARRIAGE 
Loosen fixture and remove Bar 
to tray 

Removo tray of finished Borro 
to floor .18x1/24 

\.69 Uin- (Maohine Tin 
.iy Uin. (Handling Ti 

.033 Min. Preparation tine pi 

Allowanoo for washing and oil 
Time for ono pie 

, Hon OPEMIES . * ... IUCNIHES 01 

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FIG. IO.- 



-INSTRUCTION CARD FOR POLISH- 
ING RIFLE BARREL 



— 24 — 

menced by noting and recording on the observation sheet (Fig. 
n) the elapsed time of the complete cycle, operations A to Z), 
inclusive. He found, however, that it was possible to separate 
the machine operations from the handling operations, and, after 
the first four pieces were made, he followed this procedure, 
noting the handling time before the machine operations, the two 
machine operations and the handling time after the machine 
operations as three separate groups. Twelve pieces were then 





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FIG. II. OBSERVATION SHEET OF PRODUCTION STUDY ON 

POLISHING RIFLE BARRELS 



made under these conditions, when the desirability of still 
further division became apparent. The machine operations were 
accordingly separated and individual observations made of items 
A, B, C, and D. 

The observer took differences as he proceeded with the study, 
inserting the individual times in the upper part of the spaces 
opposite the various items (see Fig. n). The handling time is 
separated from the machine time by recording it in a different 
column on the observation sheet. While this is not absolutely 
necessary, it makes the analysis of the study somewhat easier 
than it would otherwise be and enables the observer quickly 



— 25 — 

to notice discrepancies in the performance of different parts of 
the job. 

On line 18, column 4 of the observation sheet there is noted 
an interruption to the smooth progress of the work, symbolized 
by the letters DU. The significance of this observation is that 
there was an unavoidable delay, beginning at the completion 
of operation C (5.60 min.) and terminating 0.30 minute later 
(5.90 min.), after which operation D was performed in its regu- 
lar order. The duration of this delay was entered in a differ- 
ent column from those employed for recording the machine 
and handling times. Similarly, in column 4, lines 17 to 20, 
other interruptions were recorded, designated by the symbols 
MT, JVC, MS, and WD. This delay, totaling to 2.88 minutes, 
was occasioned by machine trouble which necessitated changing 
the wheel, starting the machine after the insertion of the fresh 
wheel and then dressing the wheel. 

The recording of the observations of the complete production 
study required five observation sheets, only the first one of 
which is reproduced in Fig. II, but the observations of the 
complete study, together with the individual times of the 
various operations and interruptions, are reproduced in Table 

A, where the various observations are designated by the fol- 
lowing symbols: 

Useful Operations. — A, handling of work before polishing; 

B, actual polishing in the machine; C, returning the machine 
carriage to its initial position; D, handling of work after the 
polishing operation. 

Delays. — DU, unavoidable delay; MT, machine trouble; 
WC, changing wheel; MS, starting machine; WD, dressing 
wheel; WM, moving work. 



TABLE A. THE PRODUCTION STUDY IN DETAIL 



Contin- 



Obser- 




uous - 


vation, 


Oper- 


Time, 


No. 


ation 


Min. 


1 


A-D 


1.9.5 


2 


A-D 


3.95 


3 


A-D 


6.05 


4 


A-D 


7.98 


5 


A 


8.12 


6 


B-C 


9.88 


7 


D 


9.93 


8 


A 


10.05 


9 


B-C 


11.81 


10 


D 


11.85 



Individual 
Time, Min. 



Ma- Hand 
chine ling 

1.95 
2.00 
2 10 
1.93 

i.76 



1.76 



De- 
lay 



0.14 

0.05 
0.12 

0.04 









Contin- 


Obser- 
vation, 






Oper- 


Time, 


No. 


ation 


Min. 


11 


A 


11.99 


12 


B-C 


13.75 


13 


D 


13.80 


14 


A 


13.98 


15 


B-C 


15.75 


16 


D 


15.80 


17 


A 


15.93 


18 


B-C 


17.71 


19 


D 


17.75 


20 


A 


17.91 



Individual 
Time, Min. 



Ma- 
chine 



1.76 



Hand- 
ling 

0.14 



0.05 
0.18 



1.77 



0.05 
0.13 



1.78 



0.04 
0.16 



De- 
lay 



* The stop watch is graduated only for a total reading of 30 min., and it resets itself to zero at 
the end of the 30-min. period. Consequently, 30 min. must be added to the actual reading of the 
watch at the points noted (*) before subtracting to obtain the individual time. 

t The observer for some reason not now apparent reset his watch to zero at this point. 



— 26 — 



TABLE A. THE PRODUCTION STUDY IN DETAIL {Continued) 



Obser- 
vation, 

No. 

21 

22 
23 
24 
25 
26 
27 
28 
29 
30 
31 
32 
33 
34 
35 
36 
37 
38 
39 
40 
41 
42 
43 
44 
45 
46 
47 
48 
49 
50 
51 
52 
53 
54 
55 
56 
57 
58 
59 
60 
61 
62 
63 
64 
65 
66 
67 
68 
69 
70 
71 
72 
73 
74 
75 
76 
77 
. 78 
79 



Oper- 
ation 

B-C 

D 

A 
B-C 

D 

A 
B-C 

D 

A 
B-C 

D 

A 
B-C 

D 

A 
B-C 

D 

A 
B-C* 

D 

A 

B 

C 

D 

A 

B 

C 
DU 

D 

A 

B 

C 

D 

*B 

C 
D 
■WM 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 



Contin- 
uous — 
Time, 
Min. 

19.68 
19.72 
19.88 
21.64 
21.69 
21.83 
23.60 
23.64 
23.78 
25.55 
25.60 
25.74 
27.49 
27.54 
27.69 
29.47 
29.53 
29.65 
1.43 
1.54 
1.71 
3.10 
3.48 
3.52 
3.84 
5.23 
5.60 
5.90 
5.99 
6.16 
7.58 
7.95 
8.00 
8.18 
9.59 
9.97 
10.02 
10.50 
10.58 
12.06 
12.43 
12.50 
12.64 
14.06 
14.42 
14.61 
14.76 
16.16 
16.54. 
16.58 
16.72 
18.13 
18.51 
18.59 
18.73 
20.14 
20.52 
20.70 
20.93 



Individual 
Time, Min. 



Ma- Hand- De- 
chine ling lay 

1.77 

.... 0.04 .... 
.... 0.16 .... 

1.76 

.... 0.05 .... 

.... 0.14 

1.77 

.... 0.04 .... 
.... 0.14 

1.77 

.... 0.05 .... 

.... 0. 14 

1.75 

.... 0.05 .... 

.... 0.15 

1.78 

.... 0.06 .... 

.... 0.12 

1.78 

.... 0.11 .... 
.... 0.17 .... 

1.39 

0.38 

.... 0.04 .... 
.... 0.32 .... 

1.39 

0.37 

0.30 

0.09 

.... 0.17 .... 

1.42 

0.37 

.... 0.05 .... 
.... 0.18 .... 

1.41 

0.38 

.... 0.05 .... 

0.48 

.... 0.08 .... 

1.48 

0.37 

.... 0.07 .... 

.... 0.14 

1.42 

0.36 

.... 0.19 .:.. 
.... 0.15 .... 

1.40 

0.38 

.... 0. 04 .... 
.... 0. 14 .... 

1.41 

0.38 

.... 0.08 .... 
.... 0.14 .... 

1.41 

0.38 

.... 0.18 .... 
.... 0.23 . ... 



Obser- 
vation, 
No. 

80 
81 
82 
83 
84 
85 
86 
' 87 
88 
89 
90 
91 
92 
93 
94 
95 
96 
97 
98 
99 
100 
101 
102 
103 
104 
105 
106 
107 
108 
109 
110 
111 
112 
113 
114 
115 
116 
117 
118 
119 
120 
121 
122 
123 
124 
125 
126 
127 
128 
129 
130 
131 
132 
133 
134 
135 
136 
137 
138 



Oper- 
ation 

B 

C 

D 

A 

B 

C 

D 

A 

B 

C 

D 

A 

B 

C 

D 

A 

B* 

C 

D 

A 

B 

C 

D 

A 

B 

C 
D 
M T 
WC 
MS 
WD 

A 

B 

C 

D 

A 

B 

C 

D 
W M 

A 

B 

C 

D 

A 

B 

C 

D 

A 

B 

C 

D 

A 

B 

C 

D 

A 

B 

C 



Contin- 
uous - 
Time, 
Min. 

22.35 

22.73 
22.78 
23.02 
24.43 
24.82 
24.85 
24.99 
26.41 
26.79 
26.85 
27.01 
28.43 
28.82 
28.87 
29.02 
0.43 
0.82 
0.90 
1.05 
2.47 
2.86 
2.91 
3.05 
4.48 
4.86 
4.90 
5.80 
7.40 
7.60 
7.88 
7.92 
9.32 
9:70 
9.76 
9.93' 
11.35 
11.73 
11.83 
12.17 
12.31 
13.73 
14.11 
14.15 
14.32 
15.73 
16.10 
16.15 
16.33 
17.72 
18.09 
18.15 
18.34 
19.75 
20.13 
20.22 
20.37 
21.77 
22.14 



Individual 
Time, Min. 



Ma- 
chine 

1.42 
0.38 



Hand- 
ling 



De- 
lay 



0.05 
0.24 



1.42 
0.38 



0.03 
0.14 



1.42 
0.39 



0.06 
0.16 



1.41 
0.39 



0.05 
0.15 



0.08 
0.15 



1.42 
0.39 



0.05 
0.14 



1.43 
0.38 



0.04 



0.90 
1.60 
0.20 
0.28 



0.04 



1.40 
0.38 



0.06 
0.17 



1.42 
0.38 



0.10 



0.34 



0.14 



1.42 

0.38 



0.04 
0.17 



1.41 
0.37 



0.05 
0.18 



1.39 
0.37 



0.06 
0.19 



1.41 
0.38 



0.09 
0.15 



1.40 
0.37 



27 — 



TABLE A. THE PRODUCTION STUDY IN DETAIL (Continued) 









Individual 








Obser- 
vation, 




Contin- 


Time, Min. 


Obser- 
vation, 




Contin- 


Oper- 


Tirne, 


Ma- Hand- Dp- 


Oper- 


Time, 


No. 


ation 


Min. 


chine ling lay 


No. 


ation 


Min. 


139 


D 


22.19 


.... 0.05 .... 


198 


B 


22.40 


140 


A 


22.34 


.... 0.15 .... 


199 


C 


22.78 


141 


B 


23.76 


1.42 


200 


D 


22.83 


142 


C 


24.12 


0. 36 


201 


A 


22.94 


143 


D 


24.20 


.... 0.08 .... 


202 


B 


24.33 


144 


A 


24.36 


.... 0.16 .... 


203 


C 


24.71 


145 


B 


25.78 


1.42 


204 


D 


24.75 


146 


C 


26.15 


0.37 


205 


A 


24.88 


147 


D 


26.22 


.... 0.07 .... 


206 


B 


26.26 


148 


A 


26.36 


.... 0.14 .... 


207 


C 


26.63 


149 


B 


27.78 


1.42 


208 


Dt 


26.69 


150 


C 


28.16 


0.38 


209 


A 


0.22 


151 


D 


28.24 


.... 0.08 .... 


210 


B 


1.68 


152 


A 


28.37 


.... 0.13 .... 


211 


C 


2.07 


153 


B 


29 80 


1.43 


212 


D 


2.23 


154 


c* 


0.17 


0.37 


213 


A 


2.38 


155 


D 


0.23 


.... 0.06 .... 


214 


B 


3.85 


156 


A 


0.41 


.... 0. 18 .... 


215 


C 


4.25 


157 


B 


1.83 


1.42 


216 


D 


4.35 


158 


C 


2.20 


0.37 


217 


A 


4.53 


159 


D 


2.30 


.... 0.10 .... 


218 


B 


6.02 


160 


A 


2.47 


.... 0.17 .... 


219 


C 


6.42 


161 


B 


3.90 


1.43 


220 


D 


6.55 


162 


C 


4.27 


0.37 


221 


A 


6.70 


163 


D 


4.32 


.... 0. 05 .... 


222 


B 


8.19 


164 


A 


4.47 


.... 0.15 .... 


223 


C 


8.59 


165 


B 


5.88 


1.41 


224 


D 


8.67 


166 


C 


6.25 


o.37 : 


225 


A 


8.83 


167 


D 


6.30 


.... 0.05 .... 


226 


B 


10.33 


168 


A 


6.44 


0.14 


227 


C 


10.75 


169 


B 


7.84 


1.40 


228 


D 


10.84 


170 


G 


8.21 


0.37 


229 


A 


11.00 


171 


D 


8.25 


.... 0.04 .... 


230 


B 


12.52 


172 


A 


8.40 


0.15 


231 


C 


12.93 


173 


B 


9.79 


1.39 


232 


D 


13.02 


174 


C 


10. IS 


0.39 


233 


A 


13.20 


175 


D 


10.23 


.... 0. 05 .... 


234 


B 


14.72 


176 


A 


10.37 


.... 0.14 .... 


235 


C 


15.13 


177 


B 


11.76 


1.39 


236 


D 


15.23 


178 


C 


12.14 


0.38 


237 


A 


15.38 


179 


D 


12.20 


.... 0.06 .... 


238 


B 


16.91 


180 


A 


12.35 


.... 0.15 .... 


239 


C 


17.33 


181 


B 


13.75 


1 . 40 


240 


D 


17.42 


182 


C 


14 12 


0.37 


241 


A 


17.59 


183 


D 


14.36 


.... 0.24 . .. 


242 


B 


19.16 


184 


W M 


14.78 


0.42 


243 


C 


19.56 


185 


A 


14.95 


.... 0.17 .... 


244 


D 


19.65 


186 


B 


16.33 


1.38 


245 


A 


19.83 


187 


C 


16.71 


0.38 


246 


B 


21.40 


188 


D 


16.88 


.... 0.17 .... 


247 


C 


21.82 


189 


A 


17.07 


.... 0.19 .... 


248 


D 


21.89 


190 


B 


18.45 


1.38 


249 


A 


22.04 


191 


C 


18.83 


0.38 


250 


B 


23 65 


192 


D 


18.91 


.... 0.08 .... 


251 


C 


24.07 


193 


A 


19.06 


.... 0.15 .... 


252 


D 


24.18 


194 


B 


20.45 


1.39 


253 


W M 


* 30.00 


195 


C 


20.82 


0.37 


254 


MS 


0.40 


196 


D 


20.88 


.... 0.06 .... 


255 


A 


0.52 


197 


A 


21.01 


.... 0.13 .... 


256 


B 


2 17 



Individual 
Time. Min 



Ma- 
chine 

1.39 



Hand- De- 
ling lay 



0.38 




.... 0.05 . 




.... 0.11 . 




1 39 




0.38 




... . 0.04 




.... 0.13 . 




1 38 




0.37 




.... 06 




.... 0.22 




1.46 .... 




0.39 .... 




.. . . 0.16 




.... 0.15 




1 . 47 .... 




0.40 .... 




.... 10 




.... 18 




1.49 ... 




0. 40 . 




. .. . 0.13 




.... 0.15 




1.49 ... 




0.40 




. ... 0.08 




.... 0.16 




1 . 50 




42 




.... 0. 09 




.... 0.16 




1.52 .... 




0.41 




.... 0.09 




.... 0.18 




1.52 .... 




0.41 




.... 0.10 




.... 0.15 




1.53 .... 




0.42 .... 




.... 0. 09 




.... 0.17 




1.57 .... 




40 .... 




.... 09 




.... 0.18 




1.57 . .. 




42 ... 




.... 0.07 




.... 0.15 




1.61 ... 




0.42 


.... 0.11 .... 


5 82 


0. 40 


. . 0.12 


1 C5 . 





28 



TABLE A. THE PRODUCTION STUDY IN DETAIL (Continued) 



Obser- 
vation, 
No. 

257 

258 
259 
260 
261 
262 
263 
264 
265 
266 
267 
268 
269 
270 
271 
272 
273 
274 
275 
276 
277 
278 
279 
280 
281 
282 
283 
284 
285 
286 
287 
288 
289 
290 
291 
292 
293 
294 
295 
296 
297 
298 
299 
300 
301 
302 
303 
304 
305 
306 
307 
SOS 
309 
310 
311 
312 
313 
314 
315 



Oper- 
ation 

c 

D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B* 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 



Contin- 
uous - 
Time, 
Min. 

2.60 

2.68 

2.85 

4.53 

4.97 

5.05 

5.21 

6.92 

7.36 

7.53 

7.71 

9.43 

9.86 

9.94 

10.11 

11.82 

12.25 

12.40 

12.56 

14.23 

14.65 

14.74 

14.91 

16.64 

17.06 

17.18 

17.33 

19. OS 

19.51 

19.59 

19.82 

21.57 

22.00 

22.08 

22.23 

23.99 

24, 41 

24.52 

24.77 

26.56 

26.98 

27.08 

27.28 

29.06 

29.49 

29.58 

29.76 

1.54 

1.97 

2.07 



Individual 
Time, Min. 



Ma- 
chine 

0.43 



Hand- De- 
ling lay 



21 

.98 
.40 
51 
.66 
6.32 
6.73 
6.90 
7.08 



.... 0.08 ... 


.... 0.17 ... 


1.68 


0.44 


.... 0.08 .... 


. .. 0.16 


1.71 


0.44 


0.17 


.... 0.18 .... 


1.72 


0.43 


.... 0.08 .... 


.... 0.17 .... 


1.71 


0.43 


.... 0.15 


... . 0.16 


1.67 


0.42 


.... 0.09 .... 


.... 0.17 .... 


1.73 


0.42 


0.12 . 


.... 0.15 .... 


1.75 


0.43 


. .. . 0.08 .... 


.... 0.23 .... 


1.75 


0.43 


.... 0.08 .... 


. .. . 0.15 .... 


1.76 


0.42 


.... 0.11 .... 


. .. . 0.25 


1.79 


0.42 


.... 0.10 .... 


.... 0.20 .... 


1.78 .... .... 


0.43 


.... 0.09 .... 


0.18 


1.78 


0.43 


.... 0.10 .... 


.... 0. 14 


1.77 


0.42 


.... 0.11 .... 


.... 0.15 .... 


1.66 


0.41 


.... 0.17 .... 


.... 0.18 .... 









In 


iividual 








Contin- 


Time, Min. 


Obser- 
vation, 










Oper- 


Time, 


Ma- 


Hand- De- 


No. 


ation 


Min. 


chine 


ling lay 


316 


B 


8.76 


1.68 




317 


C 


9.15 


0.39 






318 


D 


9.30 




6.15 




319 


A 


9.45 




0.15 




320 


B 


11.09 


i.64 






321 


C 


11.52 


0.43 






322 


D 


11.59 




6.07 




323 


A 


11.73 




0.14 




324 


B 


13.37 


i.64 






325 


C 


13.80 


0.43 






326 


D 


13.89 




6.09 




327 


A 


14.05 




0.16 




328 


B 


15.69 


1.64 






329 


C 


16.11 


0.42 






330 


D 


16.20 




6.09 




331 


A 


16.35 




0.15 




332 


B 


17.98- 


1.63 






333 


C 


18.40 


0.42 






334 


D 


18.48 




6.08 




335 


A 


18.62 




0.14 




336 


B 


20.28 


i.66 






337 


C 


20.70 


0.42 






338 


D 


20.78 




6.08 




339 


A 


20.93 




0.15 




340 


B 


22.60 


i.67 






341 


C 


23.02 


0.42 






342 


D 


23.11 




6.09 




343 


A 


23.29 




0.18 




344 


B 


24.93 


i.64 






345 


C 


25.36 


0.43 






346 


D 


25.43 




6.07 




347 


A 


25.63 




0.20 




348 


B 


27.28 


i.65 






349 


C 


27.69 


0.41 






350 


D 


27.97 




6.28 




351 


A 


28.14 




0.17 




352 


B* 


29.79 


i.65 






353 


C 


0.21 


0.42 






354 


D 


0.29 




0.08 




355 


A 


0.44 




0.15 




356 


B 


2.09 


i.65 






357 


C 


2.50 


0.41 






358 


D 


2.60 




o.'io ; 




359 


A 


2.76 




0.16 . 




360 


B 


4.45 


1.69 






361 


C 


4.88 


0.43 






362 


D 


4.96 




6.08 '. 




363 


A 


5.14 




0.18 . 




364 


B 


6.82 


i.68 






365 


C 


7.25 


0.43 






366 


D 


7.35 




o.'io '. 




367 


A 


7.50 




0.15 . 




368 


B 


9.21 


1.71 






369 


€ 


9.63 


0.42 






370 


D 


9.73 




o.'io '. 




371 


A 


9.92 




0.19 




372 


B 


11.61 


1.69 






373 


C 


12.05 


0.44 






374 


D 


12.15 




o.'io '. 





29 — 



TABLE A. THE PRODUCTON STUDY IN DETAIL {Continued) 









Individual 








Individu: 


i 






Contin- 


Time, Min. 


Ob r 




Contin- 


Time, Min 




(ration, 


Oper- 


Time, 


Ma- Hand- De 


vation 


, Opor- 


Time, 


Ma- 


Hand- 


De- 


No. 


ation 


Miu. 


chine ling lay 


No. 


ation 


Min. 


chine 


ling 


lay 


375 


A 


12.33 


.... 0.18 ... 


434 


D 


18.98 




0.17 




370 


B 


14.08 


1.75 


435 


M T 


19.60 




. 


».»;:> 


:J77 


C 


14.52 


0.44 


436 


W c 


21 90 






2 30 


378 


D 


14.59 


.... 0.07 ... 


437 


MS 


22.45 




. 


1. 55 


379 


A 


14.78 


.... 0. 19 ... 


438 


WD 


23.65 






1.20 


380 


B 


16.52 


1.74 


439 


A 


23.82 




0.17 




381 


C 


16.94 


0. 42 


440 


B 


25.33 


1.51 






382 


D 


17.15 


0.21 . . . 


441 


C 


25.74 


0.41 






3S3 


A 


17.30 


.... 0.15 ... 


442 


D 


25.79 




0.05 




384 


B 


18.98 


1.68 


443 


A 


25.92 




0.13 




385 


C 


19.41 


0.43 


444 


B 


27.49 


1.57 






386 


D 


19.47 


.... 0.06 ... 


445 


C 


27.93 


0.44 






387 


A 


19.63 


.... 0. 16 ... 


446 


D 


28.11 




0.18 




388 


B 


21.36 


1.73 


447 


A 


28.32 




0.21 




389 


C 


21.78 


0.42 


448 


B* 


29.92 


1.60 






390 


D 


21.85 


.... 0.07 ... 


449 


C 


0.34 


0.42 






391 


A 


21.98 


.... 0.13 ... 


450 


D 


0.45 




0.11 




392 


B 


23.69 


1.71 


451 


A 


0.64 




0.19 




393 


C 


24. 12 


0.43 


452 


B 


2.26 


1.62 






394 


D 


24.24 


0.12 ... 


453 


C 


2.68 


0.42 






395 


A 


24.42 


.... 0.18 ... 


454 


D 


2.78 




0.10 




396 


B 


26. 12 


1.70 




Adjust 










397 


C 


26.56 


0.44 


' 455 


Mach. 


3.24 




.... ( 


).46 


39S 


D 


26.63 


.... 0.07 .... 


456 


A 


3.38 




0.14 




399 


A 


26.86 


.... 0.23 .... 


457 


B 


5.01 


1.63 






400 


B 


28.60 


1.74 


458 


C 


5.43 


0.42 






401 


C 


29.04 


0.44 


459 


D 


5.54 




0.11 




402 


D 


29.13 


.... 0.09 .... 




Insp. 










403 


A* 


29.31 


.... 0.18 .... 


460 


Work 


5.70 




.... ( 


).16 


404 


B 


1.06 


1.75 




Adjust 










405 


C 


1.48 


0.42 


461 


Mach. 


5.85 




. .. . ( 


1.15 


406 


D 


1.57 


.... 0.09 .... 


462 


A 


6.09 




0.24 




407 


A ' 


1.73 


.... 0.16 .... 


463 


B 


7.78 


1.69 






408 


B 


3.47 


1.74 


464 


C 


8.22 


0.44 






409 


C 


3.90 


0.43 


465 


D 


8.31 




0.09 




410 


D 


4.02 


.... 0.12 .... 


466 


W M 


8.69 




.... ( 


).38 


411 


A 


4.17 


.... 0. 15 


467 


A 


8.82 




0.13 




412 


B 


5.93 


1.76 


468 


B 


10.53 


1.71 






413 


C 


6.36 


0.43 


469 


C 


10.96 


0.43 






414 


D 


6.48 


.... 0.12 .... 


470 


D 


11.07 




0.11 




415 


A 


6.67 


.... 0. 19 


471 


A 


11.21 




0.14 




416 


B 


8.44 


1.77 


472 


B 


12.98 


1.77 






417 


C 


8.88 


0.44 


473 


C 


13.43 


0.45 






418 


D 


9.00 


.... 0.12 ... 


474 


D 


13.50 




0.07 




419 


A 


0.18 


.... 0.18 ... 


475 


A 


13.65 




0.15 




420 


B 


10.93 


1.75 


476 


B 


15.45 


1.80 






421 


C 


11.37 


0.44 


477 


C 


15.90 


0.45 






422 


D 


11.44 


.... 0.07 ... 


478 


D 


15.97 




0.07 




423 


A 


11.60 


.... 0.16 ... 


479 


A 


16.11 




0.14 




424 


B 


13.37 


1.77 


480 


B 


17.88 


1.77 






425 


C 


13.81 


0.44 


481 


C 


18.32 


0.44 






426 


D 


13.90 


.... 0.09 ... 


482 


D 


18.42 




0.10 




427 


A 


14.06 


.... 0.16 ... 


483 


A 


18.59 




0.17 




42S 


B 


15.86 


1 . 80 


484 


B 


20.37 


1.78 






429 


C 


16.29 


0.43 


483 


C 


20.80 


0.43 






430 


D 


16.37 


.... 0.08 ... 


486 


D 


20.87 




0.07 




431 


A 


16.56 


.... 0.19 ... 


487 


A 


21.04 




0.17 




432 


B 


18.38 


1 . 82 


488 


B 


22.80 


1.76 






433 


C 


18.81 


0.43 


489 


C 


23.23 


0.43 







— 30 — 



TABLE A. THE PRODUCTION STUDY IN DETAIL {Continued) 



Obser- 
vation, 
No. 

490 

491 

492 

493 

494 

495 

496 

497 

498 

499 

500 

501 

502 

503 

504 

505 

506 

507 

508 

509 

510 

511 

512 

513 

514 

515 

516 

517 

518 

519 

520 

521 

522 

523 

524 

525 

526 

527 

528 

529 

530 

531 

532 

533 

534 

535 

536 

537 

538 

539 

540 

541 

542 

543 

544 

545 

546 

547 

548 



Oper- 
ation 

D 
A 
B 
C 
D 
M T 
A 
B 
C 
D 
A 
B 
C 
D 
A* 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 



Contin- 
uous — 
Time, 
Min. 

23.31 

23.46 

25.18 

25.60 

25.67 

25.94 

26.07 

27.43 

27.80 

27.90 

28.15 

29.51 

29.89 

29.97 

0.10 

1.46 

1.83 

1.90 

2.10 

3.45 

3.82 

3.90 

4.06 

5.40 

5.78 

5.85 

5.98 

7.34 

7.69 

7.78 

7.98 

9.32 

9.69 

9.77 

9.91 

11.26 

11.62 

11.71 

11.90 

13.25 

13.61 

13.70 

13.86 

15.21 

15.57 

15.65 

15.80 

17.14 

17.51 

17.55 

17.69 

19.03 

19.39 

19.58 

19.74 

21.08 

21.44 

21.66 

21.80 



Individual 
Time, Min. 



Ma- 
chine 



Hand- De- 
ling lay 

0.08 



.... 0.15 




1 . 72 .... 




0.42 




.... 0.07 




C 


►.27 


.... 0.13 . 




1.36 




0.37 




.... 0.10 . 




. . .. 0.15 . 




1.36 




0.38 




.... 0.08.. 




.... 0.13 . 




1.36 




0.37 




.... 0.07 . 




.... 0.20 . 




1.35 




0.37 




.... 0.08 . 




.... 0.16 . 




1 . 34 




0.38 




. .. . 0.07 . 




. . . . 0.13 . 




1.36 




0.35 




.... 0.09 . 




.... 0.20 . 




1 . 34 .... 




0.37 .... 




.... 0.08 




.... 0.14 




1.35 .... 




0.36 .... 




.... 0.09 




.... 0.19 




1.35 .... 




0.36 .... 




.... 0.09 




.... 0.16 




1 . 35 .... 




0.36 .... 




.... 0.08 




.... 0.15 




1.34 .... 




0.37 .... 




.... 0.04 




.... 0.14 




1.34 .... 




0.36 .... 




.... 0.19 




.... 0.16 




1.34 .... 




0.36 .... 




.... 0.22 




.... 0.14 





Obser- 
vation, 
No. 

549 
550 
551 
552 
553 
554 
555 
556 
557 
558 
559 
560 
561 
562 
563 
564 
565 
566 
567 
568 
569 
570 
571 
572 
573 
574 
575 
576 
577 
578 
579 
580 
581 
582 
583 
584 
585 
586 
587 
588 
589 
590 
591 
592 
593 
594 
595 
596 
597 
598 
599 
600 
601 
602 
603 
604 
605 
606 
607 



Oper- 
ation 

B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B* 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 



Contin- 
uous - 
Time, 
Min. 

23.16 

23.51 

23.59 

23.76 

25.09 

25.44 

25.79 

25.94 

27.28 

27.63 

27.71 

27.87 

29.21 

29.57 

29.67 

29.82 

1.16 

1.51 

1.62 

1.78 

3.12 

3.47 

3.54 

3.69 

5.05 

5.40 

5.47 

5.60 

6.94 

7.30 

7.37 

7.50 

8.83 

9.20 

9.29 

9.42 

10.76 

11.12 

11.18 

11.32 

12.65 

13.01 

13.09 

13.25 

14.60 

14.95 

15.05 

15.21 

16.53 

16.89 

16.99 

17.17 

18.49 

18.86 

18.93 

19.07 

20.40 

20.76 

20.84 



Individual 
Time, Min. 



Ma- 
chine 

1.36 
0.35 



Hand- De- 
ling lay 



0.08 
0.17 



1.33 
0.35 



0.35 
0.15 



1.34 
0.35 



0.08 
0.16 



1.34 
0.36 



0.10 

0.15 



1.34 
0.35 



0.11 
0.16 



1.34 
0.35 



0.07 
0.15 



1.36 
0.35 



0.07 
0.13 



1.34 
0.36 



0.07 
0.13 



1.33 
0.37 



0.09 
0.13 



1.34 
0.36 



0.06 
0.14 



1.33 
0.36 



0.08 
0.16 



1.35 
0.35 



0.10 
0.16 



1.32 
0.36 



0.1.) 
0.18 



1.32 
0.37 



0.07 
0.14 



1.33 
0.36 



0.08 



-31 



TABLE A. THE PRODUCTION STUDY IN DETAIL (Continued) 



Obser- 

\ at ion, 
No. 

60S 
609 
610 
611 
612 
613 
614 
615 
616 
617 
618 
619 
620 
621 
622 
623 
624 
625 
626 
627 
628 
629 
630 
631 
632 
633 



Oper- 
ation 

.4 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C 
D 
A 
B 
C* 
D 
A 
B 
C 
D 
A 
B 



Contin- 
uous 
Time, 

Min. 

20.99 

22.33 

22.68 

22.77 

22.90 

24.23 

24.60 

24.67 

24.82 

26.16 

26.51 

26.57 

26.71 

28.05 

28. 41 

2S.48 

28.63 

29.97 

0.33 

0.44 

0.63 

1.96 

2.32 

2.39 

2.52 

3.85 



Individual 

Time, Min 



Ma- Hand- De- 


chine ling lay 


.... 0. 15 .... 


1 . 34 




0.35 




0.09 .. 




.... 0.13 .. 




1 . 33 




0.37 




.... 0.07 .. 




.... 0.15 




1.34 




0.35 




.... 0.06 .. 




.... 0.14 .. 




1.34 




0.36 




.... 0.07 .. 




.... 0. 15 




1.34 




0.36 




.... 0.11 .: 




.... 0.19 .. 




1.33 




0.36 




.... 0.07 .. 




.... 0.13 .. 




1.33 .... .. 









Contin- 


Obser- 




uous 


vation, 


Oper- 


Time, 


No. 


ation 


Min. 


634 


C 


4.20 


635 


D 


4.30 


636 


A 


4.42 


637 


B 


5.76 


638 


C 


6.11 


639 


D 


6.17 


640 


A 


6.32 


641 


B 


7.64 


642 


C 


8.00 


643 


D 


8.08 


644 


A 


8.22 


645 


B 


9.54 


646 


C 


9.90 


647 


D 


9.98 


648 


A 


10.11 


649 


B 


11.43 


650 


C 


11.79 


651 


D 


11.87 


652 


A 


12.02 


653 


B 


13.34 


654 


C 


13.69 


655 


D 


13.80 


656 


A 


13.95 


657 


B 


15.28 


658 


C 


15.64 


659 


D 


16.04 



Individual 
Time, Min. 



Ma- Hand- 
chine ling . 

0.35 .... 



0.10 
0.12 



1.34 
0.35 



0.06 
0.15 



1.32 
0.36 



0.08 
0.14 



1.32 
0.36 



0.08 
0.13 



1.32 
0.36 



0.08 
0.15 



1.32 

0.35 



0.11 
0.15 



1.33 
0.36 



De- 
lay 



0.40 



A careful study of Table A will reveal how important it is 
to subdivide the operations as far as possible, and also how 
important it is to take differences as the study proceeds. Take, 
for example, operation B, that of polishing. During the early 
stages of the stud) r , the time consumed for this one operation 
ranged from 1.39 to 1.48 minutes. Commencing with obser- 
vation No. 210 (Table A), the time consumed by the operation 
commenced to lengthen progressively, reaching a maximum of 
1.82 minutes at observation No. 432. This poor rate remained 
approximately the same until, at observation No. 494, the ob- 
server called the attention of the room foreman to the trouble, 
suggesting that a belt dressing be applied to correct an ap- 
parent slippage of the driving belt. This was done — the re- 
sultant delay noted by the symbol AIT, observation No. 495 — 
and upon resuming work, the time for operation B dropped 
to 1.36 minutes (observation No. 497), and did not rise again 
beyond that during the balance of the study. 

The production study is summarized, the individual times 
relating to the various operations totaled and entered on 
the summary sheet, Fig. 12, and, similarly, the sums of the 
individual times of the various classes of delays are entered. 



— 32 



The various totals are divided by the number of pieces made 
during the production stud}* in order to make a cemparison of 
the results with the original time study. 

The most instructive figures in the production summary in 
the present case are those of the cycle times. Reference to the 
table will show that a total of 165 pieces were machined. Of 



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FIG. 12. 



-SUMMARY OF PRODUCTION STUDY ON POLISHING RIFLE 
BARREL 



these, the handling time was determined separately after the 
first four pieces were machined, or on a total of 161 pieces. 
The machine operations were separated after the first 16 pieces 
were completed, or on 149 pieces. The totals of the handling 
time for the 161 pieces, for operations A and D respectively, were 
25.77 min. and 14.15 min., and the average handling time per 
piece for these two operations was as follows: A — 25.77 ~-~ J 6i = 
0.159 min.; D — 14.15 -4-- 161 = 0.091 min. Likewise the ma- 
chine times for 149 pieces were: Operation B — total, 226.96 
min.; average per piece, 1.523 min. Operation C — total, 59.10 
min.; average per piece, 0.396 min. 

The significance of these figures can be grasped if they are 
compared with the figures of the time-study summary, Fig. 9, 
and with the allowances for the two kinds of work. This is 
done in Table B. 



— 33 — 

An inspection of columns 5 and 6 of this table immediately 
reveals the fact that the trouble was due to the machine. In 
those operations which depended on the dexterity of the operator 
the production time was well within the allowed time. In fact, 
it closelv approached the selected minimum time. On the other 
hand, in the machine operations, over which the operator had 
little or no control, the production time exceeded the allowed time 

TABLE B— COMPARISON OF TIME-STUDY AND PRODUCTION- 
STUDY SUMMARIES 

Time given is in minutes per piece 











Total 






Time 






Time 


Production 




Study, 


Allowance, 


Allowance, 


Allowed, 


Study, 


Operation 


Min. 


Per Cent. 


Min. 


Min. 


Min. 


A 


0.12 
1.33 


70 
5 


0.0840 
0.066.5 


0.204 
1 . 3965 


0.159 


B 


1.523 


C 


0.36 


5 


0.01S0 


0.37S 


0.396 


D 


0.07 


70 


0.0490 


0.119 


0.091 



bv a large margin. As already pointed out, this was due to the 
slipping of the belt, which fault was recognized and corrected 
during the progress of the production study. It is quite con- 
ceivable, however, that in a great number of cases the trouble 
would not be so obvious, and an analysis and comparison such as 
is illustrated in Table B would be necessary to determine where 
the difficulty lay. 

The items in the production study outside of the regular- 
cycle of work operations can be analyzed in the same manner. 
These are listed in the production-study summary under the 
head of "Delays." Take, for instance, the item of moving 
work. The instruction card calls for the rifle barrels to be 
moved in lots of 24 and allows an average time per piece of 
0.016 minute (see Items 2 and 8, Fig. 10), plus an allowance 
of 25 per cent. The total time allowed for the 165 pieces will 
then be: 

Total selected time 165 x 0. 016 = 2. 64 min.. 

Allowance 2.64 x 0.25 = 0.66 mm. 

Total time allowed 3. 30 min. 

The production-study summary shows (Item W) that the 
operator consumed 7.44 minutes in moving the work, or 4.14 
minutes more than necessary. 

The instruction card calls for the setting up and dressing 

f the wheel for every 150 pieces, setting, per piece for this 

purpose, an average time of 0.017 minute plus the standard. 



— 34 — 

25 per cent, time allowance. The allowed time and the actual 
time consumed work out as follows: 

Total selected time 165 x 0. 017 = 2. 805 min. 

Allowance 2. 805 x 0. 25 = 0. 701 min. 

Total time allowed 3. 506 min. 

Time actually consumed (Items CW, SM, DW) 6. 530 min. 

Excess of time consumed 3. 024 min. 

In addition there were two delays of 1.79 minutes, due to 
machine trouble and 0.30 minute to an unavoidable cause. The 
total time lost unnecessarily is then the sum of the four losses 
noted, or 9.254 minutes, which is well within the time saved on 
cycle operations A and D through bettering the set-time al- 
lowances (see Table B) for the handling operations. However, 
the time-study summary, Fig. 9, gives the minimum time per 
piece as 1.88 minutes and the allowed time, exclusive only of 
the time allotted for washing, as 2.138 minutes. The gross 
delay allowance per piece is then 13.7 per cent. [(2.138 — 1.88) 
-f- 1.88], or 0.2 c; 8 minute per piece. The estimated allowances 
for delays — there being 165 pieces — totals to 42.57 minutes, 
so the unnecessary delays exceeded the total delay allowances 
by 21.74 P er cent., but, being confined to machine operations, 
this excess was possible of elimination. 

From the foregoing, it is evident that a production study will 
promptly reveal such facts as whether the operator is deliber- 
ately wasting time, either by unnecessarily leaving his machine, 
by engaging in needless conversation with fellow-workers, or by 
other delinquencies. It will also reveal lack of skill — apparent 
in excessive handling time or frequent adjustment of machine 
or tools — as well as unnecessary delays in furnishing work to 
the operator. The production study investigated confirmed the 
correctness of the previous time study, for nearly all the opera- 
tions, other than the machine operations, were conducted in 
close to minimum time; and the machine operations were also 
performed according to schedule as soon as the machine trouble 
had been rectified. The value of the production study cannot 
be overestimated. It is an important and necessary adjunct 
to time study. 



CHAPTER IV 

PRODUCTION-TIME STUDIES ON AUTOMATIC MACHINES 

THE production-time study of automatic machinery differs 
from that of ordinary non-automatic in that in the latter 
the time required to perform the component parts of the com- 
plete operation is taken, while in the former the time lost by 
stoppages and delays to continuous operation of one kind or 
another is noted. For instance, the production of a drawing 
press with a magazine feed could be absolutely predetermined 
by multiplying the speed of the machine in revolutions per 
minute by the number of minutes that it is in operation per 
day, provided there were to be no stoppages of any kind. But 
it is impossible to operate presses, or any other machine, with 
an assurance that there will be no interruptions, for tools will 
become dull and require changing, the supply of material 
may fail, the operator will need a certain amount of time 
for his personal necessities which will involve stopping the 
machine, parts of the equipment may require adjustment; 
any one of a number of causes may occur to delay or stop 
the work. 

It is the function of time study on automatic machines to 
ascertain what these delays are, what is the probable interval 
of their recurrence and the duration of each. From these data 
a factor can be determined that may be applied to the ideal 
capacity of the machine to give with reasonable accuracy the 
production that normally should be obtained. At the same 
time, information is acquired regarding delays that are un- 
necessary and provision can frequently be made for their 
elimination. Improvements in equipment that will minimize 
the unavoidable delays, such as are attendant to machine opera- 
tion, may also be indicated by the study. 

In short, time study of non-automatic machinery concerns 
itself only with useful, productive operations. Time study of 
automatic machines concerns itself not at all with productive 
time, except incidentally, but is vitally interested in the time 
expended in useless or inefficient operations. The first examines, 
in detail, the production of the individual piece. The second 



— 36 — 

looks after production in the mass and determines the time re- 
quired to produce a quantity of pieces. 

It is therefore evident that time study of automatic machin- 
ery must be carried out on a somewhat different basis than the 
operation-time studies that have previously been described. 
The studies should extend over a relatively long period of time, 
usually at least two days and often ten days. This is necessary 
in order that the observer may be sure, through the recurrence 
of delays of the same character, that he has made observations 
of every class of interruption likely to take place in the usual 
course of work. It is also necessary to ascertain the average 
rate of production of the particular equipment under study, for 
it is well known that the speed of lineshafts will vary from hour 
to hour and that the speed of the machine itself will vary in- 
dependently of lineshaft variations, owing to belt slippage and 
other causes. The production study must be of sufficient dura- 
tion to take into consideration all of these variations. 

Studies of automatic machinery may be divided into two 
classes: (i) Where the individual pieces are produced so rapidly 
that there is an insufficient interval between them to record the 
time of production of each separate piece, and (2) where the 
interval between the individual pieces is sufficiently great to 
permit the production of each piece to be noted and recorded 
separately. In the latter case, the study partakes largely of the 
nature of the production study described in Chapter III, and 
the difficulties of analysis are no greater than those of the 
production study. In the first case, where the production is 
extremely rapid, it is necessary to take the average production 
and apportion all delays to this average production. 

In taking studies of automatic or semi-automatic machinery, 
the observations and work incidental thereto arrange themselves 
into seven distinct but closely correlated divisions. 

1. A preliminary study and analysis of the work and of all 
the influencing conditions, in order that the observer may ob- 
tain a clear conception of the work of the machine and the 
duties of its attendant. This study gives him a general knowl- 
edge of the operation as a whole and of all the factors that con- 
tribute to delay it, including the physical and mental condition 
of the operator. 

2. Observation of the machine or group of machines and 
their attendants under working conditions for a considerable 
period of time. During this observation, which is the time 
study proper, note is made of the production, speed of the 
machine, time of interruptions and the duration of all delays, 



— 37 — 

together with notations of the cause of such delays. These 
observations should be started at the beginning of the day 
and should be continued until the observer is satisfied that 
the delays are repeating themselves. The production — that 
is, the quantity of pieces made by the machine — should be noted 
at regular intervals. Fifteen-minute intervals will usually be 
found satisfactory for most classes of work. The speed of the 
machine should be noted at least twice during each half-day, 
and more often if the conditions seem to make it advisable. 

3. Observations of several groups of machines having the 
same general features and operating on the same type of work. 

4. Summation of the various delays, the production time, 
etc., for the duration of the period under which the machines 
were under observation and the reduction of the data to a 
period basis of one day. 

5. Study and analysis of the time records leading to the 
selection of a governing factor that runs through all studies, 
and by means of which they may be compared. As a result of 
this analysis, data are secured from which curves are plotted 
for each unavoidable or reasonable delay for which an allow- 
ance should be provided. 

6. The selection from the delay curves or records of fair 
values for each of the delays for which allowance should be 
made. 

7. The preparation of instruction cards on which the neces- 
sary delays are listed and allowances made for fatigue, washing, 
etc., for the guidance of the operator. 

A description of a typical time study on automatic machines 
— the selected stud}', one conducted on a series of heading- 
presses performing one of the operations in the manufacture 
of a brass small arms cartridge cases — will illustrate the pro- 
cedure followed in collecting the necessary data, etc. 

The production attained on the various machines was as- 
certained by reading the counter on the press at the beginning 
and at the end of the study and at fifteen-minute intervals 
during the study, recording the speeds on the production 
observation card (see Fig. 13) which records the data secured 
during an afternoon of the study on two of the automatic 
heading presses working on 0.44 caliber cartridge cases. 
The object of the counter readings at fifteen-minute intervals 
is that if an abnormal interruption occurs during the course 
of the stud} T , the counter readings preceding and following 
the interruption can be noted and the study during the inter- 
val omitted. In this manner a relatively minor accident will 



— 38 — 

not spoil a study that had been going on for a considerable 
time. The minor delays, as they occur in any fifteen-minute 
period, are recorded in the column headed "Remarks," op- 
posite the figure denoting the commencement of the period. 
Thus the delays occurring between seven and seven-fifteen 
are entered opposite "7.00"; those taking place between seven- 



PRODUCTION OBSERVATION SHEET 



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FIG. 13.— PRODUCTION-OBSERVATION SHEET ON AN AUTOMATIC 

HEADING PRESS 



fifteen and seven-thirty, opposite "7.15." etc. The time at 
which the delay commenced and also when it ended are also 
recorded with the delay symbol and elapsed time. 

The delay symbols employed to designate the kind of delay 
in the study under consideration are as follows: MA, adjust 
machine; TC, change ticket; FT, feed trouble; FC, feed clog 
in pipe; DN, new die; BN, new bunters; PN, new punch; NO, 
operator absent; WN, no work; DP, polish die; BP, polish 
bunter; PP, polish punch; AW, wait for adjuster; AU, unneces- 
sary; ML, oil; UW, wash; PS, straighten punch; AP, personal; 
PPDB, polish punch, die, and bunter. 

Referring to Fig. 13, the first entry in the "Remarks" column 
for machine No. 56 is "2.28.7 FC." This signifies that at 



— 39 — 
twenty-eight and seven-tenths minutes after two the feed pipe 
clogged. The notation, "2.29," directly under the time at 
which the delay occurred indicates that the trouble was rectified 
at that time, and the time lost by the interruption, three-tenths 
of a minute, is denoted by encircling the entry. During the 
next fifteen-minute period the workman stopped the machine 

to polish the punch — indicated by the entry, "2.41.8 PP" 

and lost two and four-tenths minutes, resuming work at forty- 
four and two-tenths minutes past two. The amount of time 
lost is indicated in all cases by drawing a circle about the 
figures, in order to draw attention to the delays. "Detailed 
Operations" and the several delays of each character on the 
different production-operation sheets are totaled and entered 
in the proper space and column on the summary sheet. For 
instance, in Fig. 13 trouble, due to the feed pipe clogging — 



















































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FIG. 14. ANALYSIS OF TIME STUDIES ON AN AUTOMATIC 

HEADING PRESS 



indicated by the symbol FC — occurred quite frequently. The 
time lost through such delay was totaled and entered on line 
16 of the sixth column of the summary sheet. Similarly, the 
time lost unnecessarily is totaled, found to be five and six- 
tenths minutes, and recorded; likewise the seven and four- 



— 40 — 

tenths minutes consumed in adjustments, etc. The entry of 
the time consumed in polishing the punch — line 17, sixth column 
— carries the exponential figure, "2," to indicate that the 
polishing was done twice during the afternoon of the study. 

In analyzing the observation sheets and recording the totals 
on the summary sheet, the delays that are deemed as necessary 
under manufacturing conditions are separated from those that 
are obviously unnecessary, as shown in the illustration (Fig. 14). 

Analyses are made of each of the production-observation 
sheets, the data properly recorded on the summary sheet, and 
then the length of the working day in minutes — 600 in the 
establishment at which the study under observation was taken 
— divided by the total time taken in making the observation, 
including all delays, to obtain a factor that will reduce the totals 
of production and delays to a standard production and delay 
record for a single day. Thus, the heading operation study 
required 1,680 minutes (see Fig. 13) for its completion, giving 
a reduction factor of 0.357, so that the delay of fourteen min- 
utes, due to the clogging of the feed pipe, which occurred during 
the study, reduced to five minutes per day. 

Studies were also conducted on similar machines doing work 
of the same character but of different size, namely, 0.32 and 
0.38 caliber cartridge cases, in which the same character of 
delays took place, as is shown in the analyses tabulated in 
Table C. 

The data thus presented indicates that certain delays are 
apparently common to all sizes of cartridge cases: for instance, 
delays due to trouble with the feed, punch, die, and bunter, 
adjusting and oiling the machine, and those of a personal nature. 
It can be assumed, therefore, that such delays are an unavoid- 
able part of the manufacturing process and may be expected 
to occur with more or less regularity. Forming, as they do, a 
large percentage of the total delays, they should be examined 
carefully — first, to ascertain whether they can be wholly or 
partly avoided, and, second, to establish the proportion of the 
total delay represented by each cause when reduced to its 
minimum. The miscellaneous and abnormal delays are ob- 
viously due to accident or carelessness and need not be con- 
sidered in the setting of tasks. In fact, they need not be con- 
sidered at all, except to see that provision is made to prevent 
their occurrence. 

The fact that the delay due to feed trouble is irregular in 
character indicates that k is due to conditions that are not 
inherent in the manufacturing process, and that they, there- 



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— 42 — 

fore, probably are subject to correction which would eliminate 
this source of delay altogether. As a matter of fact, an investi- 
gation of the equipment after the production-time study had 
indicated the irregularity of the feed revealed that the feed 
pipes through which the shells were fed to the presses from the 
magazines were too small and clogged easily. The substitu- 
tion of larger feed pipes removed practically all trouble from 
this source and automatically eliminated this particular item 
of delay. 

The delay occasioned by trouble with the punch, die and 
bunter and that due to adjusting the machine can be further 
subdivided (see "Production Observation Sheet," Fig. 13). 
Such divisions are listed in Table D, in which the delays oc- 
curring on 0.32 and 0.44 caliber are differentiated in detail. 



TABLE D. SUBDIVISION OF DELAYS 



0. 32 Caliber 



Case 



Total 

Delay, 

Min. 

Change punch 86.3 

Polish punch 10.2 

Straighten punch 

Change die 

Polish die 

Change bunter 

Polish bunter 32. 8 13. 25 



Delay 

per 

Day 

Min. 

34.90 
4.12 



0.38 Caliber 
Case 

Total 

Delay, 

Min. 



Delay 

per 
Day, 
Min. 



51.75 18.6 



55. 4p 19.9 
35.35 12.7 



0. 44 Caliber 
Case 

Total 

Delay, 

Min. 

7.1 
19.9 

2.1 

7 4.3 

" 27.4 

9.2 

19.9 



Delay 
per 
Day, 
Min. 
1.29 
3.62 
0.38 
0.78 
4.98 
1.66 
3.62 



In the case of the 0.38 caliber case, the divisions are not so fine, 
as the observer failed to analyze the interruptions as closely. 
However, the information secured in the time studies on the 
other two sizes is sufficient to enable a reasonable deduction 
regarding the delays on the third size. 

Interruptions incident to punch, die and bunter troubles 
divide themselves into two classes — changing the tools and 
polishing the tools. The one apparent exception is the delay 
occasioned for straightening the punch in the operation on the 
0.44 caliber cartridge case, and this can properly be included 
in the time for changing tools, as it is an adjustment incidental 
to the improper setting of the punch. An investigation of 
the reasons for the quite frequent polishing of the punch, 
die and bunter established the fact that it was more or 
less a tradition and largely unnecessary. Any polishing that 
might be needed could be done at the time the tools were 
changed, so the stopping of the machine at irregular intervals 
for this purpose was wholly unnecessary and a waste of 



— 43 — 

time and effort. These delays were disregarded, therefore, in 
formulating the task. 

The only interruptions to the smooth, continuous operation 
of the heading machine which should be allowed are, then, the 
delay incident to changing the punch, die and bunter, adjust- 
ing and oiling the machine and the usual flat allowances for per- 
sonal delays and washing. These allowable delays are listed 
on the summary sheet, Fig. 15. It will also be noted that the 
speed of machine is set at no r.p.m. on this sheet, although the 



























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FIG. 15. SUMMARY OBSERVATION SHEET OF TIME STUDY ON 

HEADING O.44 CALIBER CARTRIDGE CASES 



time studies showed an average speed of about 100 r.p.m. 
The higher speed was determined upon as the result of an in- 
dependent investigation carried on to ascertain the maximum 
speed at which the operation could be effectively performed, 
taking into consideration the effect of the process on the ma- 
terial employed, the frequency of breakdown of equipment at 
the several speeds investigated, the life of punches, etc. Such 
an investigation is highly desirable, but not altogether necessary 
from the standpoint of time study. The delay allowances could 
be fixed just as accurately without such an investigation, al- 



— 44 — 

though there then would be no assurance that the presses were 
delivering their maximum capacity. This investigation is of 
a mechanical character and should be made to supplement the 
time study whenever possible. 

To determine how often the punches, dies and bunters should 
be changed and the length of time that should be allowed for 
each change — unless there are a great number of observations 
available — is a more complicated problem and it is unwise to 
attempt to formulate a particularly severe task for this portion 
of the work. Changes are bound to come at such irregular and 
relatively infrequent intervals that no regular rate of speed for 
accomplishing the task can be established, nor is there any chance 
for the operator or adjuster to develop a rhythm in this work 
that will tend to diminish the time required. When series of 
studies have been taken on a single type of machine, it is prob- 
ably safe to take the average value, both of the number of 
changes and of the time consumed in making a change as typi- 
cal, and to use such averages as bases upon which to figure al- 
lowances for delay, fatigue, etc. 

Where several machines are involved, however, or several 
sizes of work — as in the investigation under consideration— it 
is advisable to plot curves from the results obtained from the 
time studies and, from such curves, select more or less arbi- 
trary values for the duration of the delays deemed permissible 
for the different sizes of work, etc. Fig. 16 illustrates the curve 
procedure in the case of ascertaining the necessary number of 
punch changes and their duration, for the various sizes of car- 
tridge cases in the heading operation. Points 37 and 38, ad- 
jacent to the upper end of the lower curve, indicate the average 
time consumed per change, as determined by two separate 
studies of machines working on 0.32 caliber cases; points 31 
and 32, near the center portion of the curve, similar data for 
machines on 0.38 caliber cases; while the four points 33, 34, 35 
and 36 register the average times consumed in making a change 
on machines operating on 0.44 caliber cartridge cases, as ascer- 
tained from as many studies. The points 100, 101 and 102 
represent respectively the mean of the several values plotted 
for the machines operating on 0.32, 0.38 and 0.44 caliber cases. 
The curve which would pass through the three mean value 
points is so flat that a straight-line approximation of it is suffi- 
ciently accurate for all practical purposes, so a straight line — 
dividing the error equally on either side of it — was drawn to 
establish the probable, and therefore allowable, time per change 
for the different sizes of work. The values selected lor the 



— 45 — 

delay allowances for changing punches are indicated at the 
points of intersection E, K and / of the straight line, with 
the ordinates representing the several sizes of cartridge 
cases. 

The straight-line curve, FLR, the upper of the oblique lines 
shown in Fig. 16, was laid out in a similar manner and gives 



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32 38 4+ 

Caliber of Shell , 

FIG. l6. GRAPHICAL ANALYSIS OF NECESSARY DELAYS FOR 

PUNCH TROUBLE 



the average number of punch changes per day for the various 
sizes of machines. Approximation curves are drawn in the 
same wa}^ to obtain values for all other of the necessary and 
allowable delays (Figs. 17, 18 and 19): namely, die and buntei 
trouble and machine-adjustment delays. 

The establishment of a reasonable delay allowance for neces- 



— 46 — 

sary die trouble (Fig. 17) is complicated by the facts that no 
die trouble was experienced during the two days' study of the 
two machines operating on 0.32 caliber cartridge cases, the 
interruptions of the machines working on 0.38 caliber cases of 
relatively long duration and the interruptions of the machines 
employed for the 0.44 caliber cartridge cases of correspondingly 
short duration. The reasonable deduction is that the size of 



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Caliber of Shell 



FIG. 17. GRAPHICAL ANALYSIS OF NECESSARY DELAY FOR DIE 

TROUBLE 



the work — diameter of cartridge case — is not a controlling factor 
in establishing a reasonable allowance for die trouble, and that 
the rather serious interruptions to the machines on 0.38 caliber 
cases are no more typical than the absence of interruptions to 
the machines on smaller work or those of markedly shorter 
duration to the machines employed for the 0.44 caliber cartridge 
cases. As an allowance for die trouble is deemed necessary, 
a definite allowance — a mean of the interruptions which oc- 
curred to the machines on 0.38 and 0.44 caliber cartridge cases — 
was decided upon for the machines working on all three sizes of 
cartridge cases, as depicted by the horizontal-line curve of Fig. 17. 
Arriving at the logical delay allowances for necessary bunter 
troubles, for the respective sizes of cartridge cases, was justly 
simplified by disregard of the two delays to the machines on 
0.38 caliber cases, which were quite obviously unreasonably 
long. It was evident that the delays occasioned by bunter 



— 47 — 

trouble were much less serious in the case of machines 
working on 0.44 caliber cartridge cases than the delays to 
machines on smaller cartridge work. The bunter-delay al- 
lowance, therefore, for the machines on the various sizes of 
cases was established b}' the oblique straight line connect- 
ing average mean values for the delays occasioned on the 



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Caliber of Shell 



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FIG. l8. GRAPHICAL ANALYSIS OF NECESSARY DELAYS FOR 

BUNTER TROUBLE 



machines working on 0.32 and 0.44 caliber cartridge cases, as 
shown in Fig. 18. 

The data pertaining to delays caused by miscellaneous tool 
and machine adjustments is likewise erratic, the interruptions 
in the case of the machine on 0.38 caliber cartridge cases being 
quite evidently of unduly long duration, those to the equip- 
ment employed for the 0.44 caliber cartridge cases shorter 
than might be expected and those to the machines working 
on 0.32 caliber cartridge cases somewhat long. Since, as in 
the case of die trouble, it would appear that the size of the 
work should be in no way effective in governing the dur- 
ation of the delays, a common mean machine adjustment- 
delay allowance was decided upon as indicated by the hori- 
zontal line of Fig. 19. 



— 48 — 

The reasonable delay allowances, determined in this man- 
ner were entered on the observation sheet (Fig. 15), and the 



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Caliber o-P Shell 



FIG. 19. GRAPHICAL ANALYSIS OF NECESSARY DELAY FOR 

MACHINE ADJUSTMENT 



production per day ascertained by means of a convenient 
formula, as follows: 



Production 



Q 



1.05 



(M- i.25#- W-P) 



where 

Q= Production in pieces per minute, or revolutions per 
minute of the machine when the production is one 
unit per revolution; 

M— Number of minutes in the working day; 

H= Sum total of all adjusting, oiling and tool-setting allow- 
ances in minutes per day; 

W '= Washing allowance, in minutes per day; 

P= Personal allowance, in minutes per day. 



— 49 — 

The denominator 1.05, of the factor, and the coefficient 1.25 
represent respectively the allowance for the speed and feed of 
the machine work and for handling time. 

The statement in Chapter II will be recalled, that a flat allow- 
ance of 5 per cent, was made on all machine time and that an 
allowance for handling time was determined by means of the 
curves illustrated in that chapter. Reference to those curves 
will show that when the period exceeds 10 min. the curves are 
practically straight and the delay allowances range in value 
from 20 to 30 per cent. An average allowance of 25 per cent., 
therefore, has been considered ample for this class of work. 
Translated into the terms of a 10-hour day, on machines run- 
ning no r.p.m. and delivering one unit of product per revolu- 
tion, the above formula would read 

Production = — — (600- 1.2KH— IF— P) 
1. 10 

When the production has been found by means of the formula, 
the various quantities that can be made by each portion of 
the equipment between changes are ascertained by dividing 
the production per day by the number of changes per day. The 
quotient so obtained is divided into the time allowed per change, 
to apportion the delay to the individual piece, and the results 
are entered in the summary sheet (Fig. 15) as shown. These 
delays and the prorated allowance for machine and handling 
time, together with the personal and washing allowances, are 
added to the machine time per piece to give the total time to 
produce a single piece, with all delays and allowances figured 
in. The hourly production and unit piece rate are then cal- 
culated, as shown in Fig. 15, and instruction cards written and 
issued. 

The instruction card issued to the machine operator (see Fig. 
20) enumerates the detail operations, with the time the work 
should take and itemizes the various allowance times; it indi- 
cates also the number of machines the operator should attend 
to and the rate of payment per machine and per unit — the 
heading of the cartridge cases being conducted on a piece-work 
basis. The instruction card to the machine adjuster (Fig. 21) 
lists in detail the tasks he is supposed to perform and gives the 
bonus offered for keeping the twelve machines allotted to him 
in such condition as to enable the machine operators to main- 
tain output on all machines. The interests of both the machine 
adjuster and the machine operator are thus in large measure 



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every effort to keep the maohines running 
and to eliminate lost time- 


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— 51— 

mutual, and this tends to that co-operative activity which 
assures output. 

While the foregoing detailed explanation applies to time 
studies on automatic-press work, nevertheless the principles 
involved apply to studies on practically every class of automatic 
machinery. The advisable procedure may then be summarized 
as follows: 

i. Take a stud)* of one or several machines of the same 
character, extending over several days, noting the production 
at regular intervals and recording the time of the beginning 
and ending of each interruption or delay, together with a no- 
tation of the nature of such interruption or delay. 

2. Analyze the delays and interruptions, noting the number, 
total and individual times of each class of delay for each size 
of machine or size of work. 

3. Examine the delays to ascertain which are avoidable by 
correction of existing improper conditions and discard these 
from consideration, after taking steps to have the improper 
conditions rectified. 

4. Plot the remaining delays to ascertain whether or not 
any relation exists between them and also to ascertain what 
effect one character of delay has upon another. 

5. Subdivide as minutely as possible these delays and ex- 
amine them to see if any portion of them can be avoided. If so, 
discard these items from further consideration. 

6. Plot the average time, in minutes, of each class of delay 
and draw a smooth curve that will represent the average per- 
formance of the group of machines or several sizes of work 
under consideration, and read from the curves the allowable 
time per delay. 

7. Plot in a similar manner the average number of delays 
per day for each class and determine the allowable number of 
delays per day. 

8. Multiply the number of allowable delays per day by the 
time per delay, to ascertain the total length of each class of 
delay per day. 

9. Determine the required production per day by means of 
the formula, 

Production =-Q- (M - 125^ - W- P) 
1.05 v 

10. Divide the production per day by the number of delays 
per day of each class (as found in 7), and divide the quotient 



— 52 — 

into the allowable time per delay (as found in 6), to prorate 
the total delay to the individual piece. 

ii. Ascertain the machine time per piece by dividing the 
total production per day into the number of minutes in the 
working day. 

12. Add the machine time per piece to the total of all the 
delays per piece, and add to the sum an allowance of 5 per cent, 
of the machine time per piece and of 25 per cent, of the sum of 
all the delays per piece. 

13. Add to the sum obtained in (12) the prorata allowance 
per piece for the various personal necessities and washing. 

14. Divide the sum obtained in (13) into 60 to find the hourly 
production required. 

15. Fix base rates and task for daily or hourly production. 



CHAPTER V 

ESTABLISHING DELAY ALLOWANCES FOR RATE SETTING 

THE taking of time studies for rate setting simply fur- 
nishes a gauge by which a definite task can be measured. 
Accurately determined allowances are established by which 
the time in which the task could be performed under ideal con- 
ditions by a highly skilled worker (minimum selected time) is 
increased to bring the time set for the task (task time) well 
within the ability of the average worker. The measure of the 
fairness of a task is the ability of the worker to complete it 
consistently in slightly less than the task time — that is, in the 
time the task could be performed by a skilled and effective 
worker under unusually favorable conditions plus the reason- 
able time allowances provided for anticipated necessary delays 
and a reduction in the efficiency of the worker if he were called 
upon to work concinually at the pace at which he could work 
for a few minutes — i. e., his best rate for a short period. 

Time study aims, in its broad sense, to establish such a rate 
of work that the worker will accomplish a maximum amount 
of work with a minimum amount of fatigue. Only under such 
conditions can the desired high rate of production be maintained 
hour after hour and da}^ after day. The necessity for time 
study, if the best possible results are to be secured from the 
activity of eveiy worker, and not merely from a few selected 
of unusual skill, arises from the fact that the average worker 
has no true conception of his productive ability nor of the 
easiest way to perform his work. Time study measures his 
productive ability, teaches him how to work in an easy and 
efficient manner and then- — and only then- — sets a task. 

To select the minimum selected time in which a task should 
be accomplished under ideal conditions, as has in the past been 
the common erroneous understanding of the main object of 
time study for task setting, would be to select an exceedingly 
high standard of performance, well be}^ond the ability of any 
but the most skillful and, therefore, exceedingly unfair. The 
addition of suitable time allowances to the selected minimum 
rime, however, brings task setting into quite another category. 



— 54 — 

Time study sets a rate which the average worker should be 
able to better consistently, and though the best workers may 
be able to complete the task in a time approaching the mini- 
mum selected time, even the poorer workers should be able to 
do it within the task time. 

The determination of the allowance factor was at first an 
arbitrary selection of a value intended to cover all the opera- 
tions within certain classes of work, but subsequent develop- 
ment in time study investigations made it evident that other 
factors had to be considered than simply the class of work. 
For instance, the length of the cycle of operations was found to 
bear considerable effect upon the allowance factor. Likewise, 
a task which involves only machine work requires a very dif- 
ferent allowance than one which is made up wholly or in part 
of manual operations. Work done in a cleanly, well-lighted and 
ventilated shop, maintained at a comfortable temperature, 
will call for a smaller allowance than work carried on under less 
auspicious conditions. 

Originally, the allowance was referred to as a ''fatigue allow- 
ance," but such nomenclature is quite misleading, for the in- 
fluence of fatigue in reducing rate of production varies to a 
very marked extent with the character of the work. While it 
is quite true that fatigue plays an important part in reducing 
output in certain classes of work, in others it has comparatively 
little influence. In machine work, where the tasks are long and 
the operator has little to do but watch the machine, the in- 
fluence of fatigue is very nearly negligible, while variations in 
machine speed, quality of tools, condition of material worked 
upon and numerous other factors prove of much greater im- 
portance in the correct formulation of the allowance which 
should be made. On the other hand, in the case of a blacksmith 
swinging a heavy sledge or a man doing a great deal of metal 
chipping, fatigue is probably of far more importance in dimin- 
ishing the amount of work which can be accomplished than any 
other one factor. 

A task which is made up of a series of related operations that 
recur in a regular sequence at periodic intervals enables the 
operator to establish a rhythm in his work which cuts down 
materially the amount of allowance required. The more nearly 
the operator approaches a perfect rhythm in his work, the less 
will be the needed allowance. On work entailing more or less 
interruption, such as tasks requiring the intermittent or oc- 
casional stopping and re-starting of the machine for incidental 
operations or attention, the allowance should be greater than 



— 55 — 

on work not subject to such interruptions, for the rhythm of 
the productive work is invariably destroyed. Such breaks in 
the continuity of the work have frequently a tendency to in- 
crease fatigue, rather than to lessen it, for the interruptions 
may not serve as rest periods, as is sometimes the case, but 
simply check the effective cycle of actions which develops high 
output with a minimum expenditure of energy. The qualified 
statement is made here, as interruptions in the way of change 
in nature of work are not infrequently introduced to guard 
against fatigue. 

The influence of fatigue as a detracting factor in attaining 
high production was duly considered by Frederick W. Taylor 
in his management work, and he made many studies to deter- 
mine the point at which fatigue commenced to affect the out- 
put of a worker. These early studies of Doctor Taylor were 
similar to that conducted to demonstrate the value of fatigue 
allowances to an operator who was skeptical as to the effect of 
fatigue on his particular work, the results of which are graphi- 
cally depicted in Fig. 22. While this study indicates the value 
of rest periods in certain classes of work, it is not of sufficient 
scope to give any reliable information for making allowances 
on a broad line of work. The study illustrated extended over 
but two days and was on a single operation. To have been 
suitable for general use, it should have covered a much wider 
range of work with different operators and should have extended 
over a much longer period and under varying conditions. 

The operator was allowed to work straight through, from 
starting time in the morning until noon, without stopping to 
rest, and for another four hours in the afternoon. He was al- 
lowed to set his own pace as he became tired and to take longer 
for each operation as he grew more fatigued. The length of 
time required for each complete cycle was recorded as the 
work progressed and the data used to plot the graphs in Fig. 
22. The experiment was in reality a production study con- 
ducted in a manner not to be recommended except for an ex- 
periment intended to disclose facts. Proper provision was not 
made to avoid fatigue, so the output of the worker necessarily 
decreased during the day and toward the end of the afternoon 
was seriously reduced. The particular task selected for the 
experiment was one in which the, entire operation was composed 
of handling time. A machine was used; but as it was manually 
operated, the work falls in the classification of all handling 
time. A previous time study had established a minimum se- 
lected time of something under half a minute per complete 



— 56 — 

cycle, but as 1 the minimum selected time would have set too 
severe a rate, a task time of 0.50 minute was set as the standard 
desired and on which the fatigue allowance should be based. 

On the following day the operator, though still allowed to 
set his own pace, was compelled to take a rest of 2^ minutes 
every half hour, while engaged in the same kind of work per- 
formed on the previous day without rest. On the second day, 
the work, though of the same kind, was possibly of slightly more 
difficult character, yet was performed much more expeditiously. 
The results of the two-day experiment are plotted in Fig. 22, 

0.60 

u 0.50 

4- 

■Half, Hour End in 



030 




8.30 9 3.30 10 1030 II 
A.M. 



FIG. 22. EFFECT OF A REST PERIOD ON THE TIME OF 
PRODUCTION 



the dotted lines depicting the average time consumed per cycle 
without rest periods, and the full lines the average time with 
the regular 2^-minute rest periods each half hour. The points 
on the various ordinates represent the performance during the 
respective preceding half-hour periods. 

Although, on the first day, the operator succeeded in per- 
forming the day's work at an average rate slightly less than 
that set by the task time, without rest periods, on the second 
day he did similar work in some eighty per cent, of the time 
required for actual work during the first day. That is, despite 
the fact that forty minutes were taken for rest on the second 
day and nearly thirty minutes additional were wasted due to a 
machine breakdown, the actual number of pieces produced by 
the operator was over 10 per cent, greater than the number pro- 
duced the previous day, when there were no interruptions for 
rest or any machine trouble. 

The data depicted in Fig. 22 would at first appear to supply 
all the information needed regarding fatigue allowances for 
the particular task. It gives information as to the maximum 
rate of speed at which the operator can work, the length of 
time he can maintain the speed. It also indicates the point 
at which the first rest period should be introduced and, in addi- 
tion, it shows the diminution in output that may be expected 



— 57 — 

if rest periods are not provided. It does not show, however, 
how long the rest periods should be, how often they should 
be provided, and what relation they should bear to the character 
of the work. Were these latter considerations known, allow- 
ances could be predetermined even for jobs which had not 
been previously studied, and their application in practice would 
develop highly effective and efficient performance. It is quite 
evident, then, that the determination of the proper interval 
between, and the length of, the rest periods can only be de- 
termined by trial and error with the methods illustrated in 
Fig. 22, repeating the study over and over again with rest 
periods of varying lengths and at different intervals. This 
is at best a cumbrous, expensive and time-consuming 
proposition. 

Instead of providing rest periods, a change in the monotony of 
the job may effect the same result. In actual practice it may prove 
unwise from the standpoint of discipline actually to stop produc- 
tion for the purpose of providing forced rest periods. The same 
object may be accomplished by introducing a rest period under 
the guise of nonproductive elements. Thus, an operator on a 
high-speed machine may be required at certain intervals to 
move his finished product to a different location or to go some 
little distance for his supply of raw material. The change in 
the nature of the work involved in this procedure provides 
for the muscles employed in the productive operations the 
necessary relaxation to overcome the fatigue produced by 
the work. .The introduction of rest periods in this manner 
is a matter for the man who prepares the instruction cards, 
and considerable ingenuity may be exercised by him in this 
respect. 

In certain classes of work, as the operation of automatic 
machinery, it is often desirable to provide an additional oper- 
ator to each group of six to twelve workers. This operator 
takes the place of each of the workers successively, thus pro- 
viding an opportunity for rest or for attending to their personal 
needs without stopping production. This additional operator 
may be the instructor or supervisor for the group. 

Another method of relieving the monotony of a task is to 
interchange the operators on two machines engaged on different 
jobs of the same general character of work every hour or two. 
This scheme tends to create a certain rivalry between the work- 
ers as well as to stimulate production through the change in 
work, for it is natural for the operator relieving a fellow worker 
to leave his former job with a record of performance difficult 



— 58 — 

for his substitute to better and to attempt, on his new job, to 
better the record established by the first worker. The other man 
is just as keen to show that he is as efficient as his co-worker 
and a friendly spirit of rivalry ensues that is productive of 
excellent results. 

The only approved method of arriving at the information 
necessary to establish fair and equitable fatigue and delay 
allowances, however, is to carry on exhaustive and compre- 
hensive production studies as a part of the time-study routine, 
analyse the data secured and deduce definite allowances there- 
from. 

The jagged production line shown in Fig. 23 is a record of 
such a production study extending over a period of several 
days, on several different jobs of the same character. The 
ordinate values represent the time consumed for production 
per piece, and the abscissa scale measures the time of day at 
which the successive pieces were completed. In recording the 
production time as bounded by the jagged line, only the net 
time consumed in productive work is used, avoidable delays 
being subtracted. It will be observed that above the line of 
production there are a number of points plotted. These repre- 
sent the actual time of production, and the distance between 
them and the corresponding point on the production line repre- 
sents the avoidable delay that has been deducted. It will be 
observed also that the time of production per piece has a ten- 
dency to increase somewhat as time passes and the end of the 
day approaches. 

One of the earliest attempts to establish a scientific basis for 
fatigue allowance was the making of a formula to govern this 
feature. In one of the first shops to use time study, data were 
gathered as to the percentage by which the actual time of per- 
forming jobs on the heavier tools exceeded the minimum selected 
time, and the following allowances were deduced: 

Percentage To 
Be Added to 
Type of Machine Size Minimum Time Remarks 

Lodge and Shipley lathes . . 24 to 30 in. 35 to 50 On 24- to 30-in. lathes, the 
Lodge and Shipley lathes . . 48 in. 30 . allowance is 35 per cent.. 

Vertical boring mills 120 in. 25 when handling time is more 

Vertical boring mills 36 in. 35 than 8 min. and machine 

Vertical boring mills 30 in. 40 time double handling time; 

Horizontal boring mills . . . No. 74 Bennse 40 50 per cent, when handling 

Planer 36 in. 40 time is less than 8 min. and 

machine time about equal 

to it. 

Similar data on light tools, such as vertical drilling machines, 



59 




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FIG. 23. GRAPHIC RECORD OF FATIGUE STUDY EXTENDING OVER 

SEVERAL DAYS 



— 60 — 

etc., were incorporated into a formula by Carl G. Barth, as 
follows : 

P= I25 __ +20 

1.20 + V T 

in which P is the percentage by which the minimum selected 
handling time is to be increased and T is the minimum selected 
handling time. 

The allowances, as given by the foregoing table and formula, 
while fairly satisfactory for the particular shop at which the 
studies were made, proved to be inaccurate when applied to 
shops in different lines of work. It was evident that a broader 
method of ascertaining allowances was necessary, if thev were 
to be applied along more general lines. 

A hypothetical case may be presented to illustrate the ap- 
proved method evolved. Production studies are made of a 
number of jobs requiring various lengths of time for their com- 
pletion, but in which the percentage of handling time is the 
same. In these studies, the handling time is carefully noted 
and separated from the machine time, and the total of the 
handling time in each cycle is expressed as a percentage of the 
minimum selected time of that cycle. For example, if the total 
minimum selected time for a job w T as 1.06 minutes, made up of 
a machine time of 0.54 minute and a handling time of 0.52 
minute the following figures obtain for handling time in several 
successive cycles: 0.56, 0.64, 0.67, 0.63, 0.65, 0.68 minute. 
These would then be expressed as percentages of increase over 
the minimum selected handling time of 0.52 minute, as 26.9 
23.1, 28.8, 21. 1, 25.0, 30.7 per cent. 

The percentage increases of the actual handling time over 
the minimum selected handling time are plotted with percentages 
as ordinates and the length of cycles in minutes as abscissas. 
A curve that will represent the mean of all the points is then 
drawn through the field, and from it values may be taken 
which will be a fair allowance for all work with the same per- 
centage of handling time as the jobs on which the curve was 
based. 

The method of laying out the curve is shown in detail in 
Fig 24, which is a hypothetical case representing results of a 
large number of production studies on jobs in which the handling 
time is 50 per cent, of the total time of the cycle — that is, half 
the operating time is devoted to machine work and the other 
half to manual operations. The jobs have cycles covering 
periods varying from 0.5 minute to 8 minutes, and the percentage 



61 




O) co f- o in^ cO (u 

FIG. 24. METHOD OF MAKING FATIGUE CURVE FROM PRODUCTION 

STUDY 



— 62 — 

excess of the actual handling time over the minimum selected 
handling time for each of the several cycles in each of the jobs 
is shown as the elevation of the respective plotted points above 
the production line. 

To derive the smooth curve establishing the definite values 
for the percentages which should govern the fair and equitable 
allowance to be made for each definite length of cycle, it is ad- 
visable to determine the average value of the plotted points 
for each length of cycle, as due weight will then be given to 
values that occur several times or which vary in value but 
slightly. If a curve is simply struck through the mean of all 
points, values that occur several times in the same cycle or are 
quite similar, will have no greater weight than those which occur 
but once or which are above or below the mean. 

In the study under consideration, the average value for each 
of the cycles is indicated by the crosses in Fig. 24, which are 
connected by the straight lines to give the rough outline A A. 
With this rough outline as a guide, the smooth curve BB is 
drawn, which deletes the variations in the first rough graph 
and very closely establishes the definite percentage allowances 
by which the minimum selected handling time should be in- 
creased to establish the suitable handling times. 

Similar curves are plotted for numerous jobs with different 
percentages of handling time, and the shop is then prepared 
to set tasks and fix allowances with a certainty that the tasks 
can be accomplished. The final step is to superimpose the curves 
for the different percentages of handling time and ascertain if 
they bear a similarity to one another. If the study has been 
carefully conducted and the data accurately plotted, it will 
be found that the several curves show approximately the same 
trend and that it is possible to derive a mathematical formula 
to which they will all conform. It is usually advisable, where 
the mathematical ability is present, to derive this formula and 
to replot the curves in accordance with it. 

The curves shown in Fig. 25 represent developments of sev- 
eral classes of production studies that finally evolved into the 
series shown in Fig. 4, Chapter II. Curve A, Fig. 25, represents 
the curve obtained by plotting Barth's original formula, 

P= 20 + 



1.20+y/T 



This cuvre, based on comparatively few observations and a 
limited number of machine types, gave allowances far in excess 



— 63 — 




±us$ jBj 



FIG. 25. COMPARISON OF THE EARLY AND RECENT FATIGUE 

CURVES 



— 61 — 

of those necessary for certain classes of work. It was later 
modified to curve B, which was used where machine time and 
handling time occurred in combination. Although curve B 
was much more comprehensive in its scope than the original 
handling allowance curve A it was latter found that still more 
differentiation should be made between classes of work that 
varied greatly in the percentage of handling time involved and 
additional curves were evolved according to the method em- 
ployed for determining curve B, Fig. 24, for work involving 
percentages of handling time ranging from 10 to 100 per cent. 
Typical of these studies are the curves C, D and E, Fig. 25, 
which represent handling allowances for jobs entailing 100, 10 
and 50 per cent, handling time respectively. Similarly the series 
of curves shown in Fig. 4, Chapter II, were evolved from thou- 
sands of careful studies conducted in many different shops 
and extending over a long term of years. The curves are re- 
produced with a logarithmic ordinate scale to facilitate the 
true relative reading of the percentage allowances for cycles of 
short duration. 

The mathematical formula for the whole series of curves, 
derived by Mr. Barth, is 

p=20+ 49-5 -Q-325C 

^0.376 — 0.00002 1 6C' 2 + T 

in which P is the percentage allowance, C the percentage of 
handling time and T the minimum selected time for the cycle. 

The series of curves presented, representing as they do 
thousands of carefully taken production studies carefully and 
systematically recorded and analyzed, are generally applicable 
to machine-tool practice in the ordinary well-lighted and 
ventilated shop which is properly heated and in which working 
conditions are effectively maintained. Where conditions are 
not so satisfactory or where conditions tend to enervate the 
workers, additional allowances should be made, and in other 
classes of industrial activity the most effective allowances may 
be proportioned somewhat differently, but under any and all 
conditions accurate allowance curves can be derived by follow- 
ing the methods and procedure previously described. 

In using the curves, the particular curve is selected which 
corresponds most nearly to the percentage of handling time in 
the cycle on which allowance is to be made. Thus, when there 
is no machine time involved, curve 100, representing 100 per 
cent, handling time, is used. If the cycle represented 50 per 
cent, handling time and 50 per cent, machine time, then curve 



— 65 — 

50 is used. The percentage allowance is made upon the total 
of the handling time; that is, if a job comprised 3 minutes of 
machine time and 2 minutes of handling time, the 40 per cent, 
curve would be used and the intersection of the 2-minute ordi- 
nate with this curve would determine the allowance that would 
be added to the handling time in making up the instruction card. 
For machine time with power feed a flat allowance of 5 per cent, 
is added, and for machine time with hand feed an allowance of 
20 per cent, is added to the machine time. The method of 
making allowances by means of curves derived from data fur- 
nished by production studies takes into consideration the de- 
lays to the work due to other considerations than fatigue. Even 
in the most highly organized and best-managed shops, occurences 
are bound to take place which will delay the progress of work 
to a certain extent. Some of the delays are avoidable, and 
others are not, as was explained in the chapter on production 
studies. The avoidable delays are all eliminated from the rec- 
ord before the percentages that are plotted, as in Fig. 24, are 
calculated, and only the net productive time, the delay due to 
fatigue and unavoidable delays that, in all fairness, should be 
allowed are taken into consideration. 

Inasmuch as the curve developed for delay allowances include 
other factors than fatigue, the term "variation allowance" has 
been adopted as a better expression than the term "fatigue 
allowance," which has been so widely used. Fatigue does play 
a large part in slowing down certain classes of work, particularly 
where the cycle is short, necessitating frequent and rapid move- 
ments on the part of the operator, and where the handling time 
or period of actual physical exertion on the part of the operator 
is a large percentage of the total cycle. Its influence is rela- 
tively less as the length of the cycle increases and the percent- 
age of handling time diminishes. In such cases, the influence 
of the unavoidable delays may be greater than that of fatigue. 
These features are clearly shown by the curves, in which the 
allowance for the short cj^cles, where there is little opportunity 
for the operator to recover from fatigue, calls for higher per- 
centage of allowance, while the long cycles, which offer rest, 
periods in the cycles themselves, call for much lower percen- 
tages of allowance. 



CHAPTER VI 

PRODUCTION-TIME STUDY ON VARIABLE OPERATIONS 

THE soundness of the principles of time study upon which 
rates may be set for work of a repetitive nature, such as 
the activities upon which time studies may be taken in manners 
as described in the preceding chapters, are readily conceded, for 
the nature of the work invites a rhythm of fundamental opera- 
tions which is repeated time and time again until they can be 
made almost automatic in their regularity. On automatic 
and semi-automatic machine work, interruptions to the regular 
smooth progress of the machine operations need only be in- 
vestigated to secure the best possible production, as, for in- 
stance, on work of the character of the operation studied in 
Chapter V. There are, however, numerous operations in any 
shop, mill or manufacturing plant which are not repetitive or 
which, if repetitive in nature, are so affected by variable con- 
ditions as to be classified as variable operations. 

In the machine shop, the task of one man or a department is 
to keep the small tools employed on some machine sharp and 
in good condition. It is a specific job, but, though the tools 
cared for may be all similar, it will be found that the amount 
of work entailed to put them in good shape varies with almost 
every tool. If the tools have to be ground, as in the case of the 
heading dies for a cartridge case, it may be found that one die 
could be lapped in a few minutes, while another, owing to the 
variation in hardness and the amount of metal to be lapped off, 
would require an hour or more to be expended in lapping it. 
To set a definite rate for such character of work is quite pos- 
sible by scientific time study, provided sufficient observation is 
made and a suitable incentive is provided the workers to work 
diligently. Incentive is necessary, for effective work of this 
nature must necessarily call upon the ingenuity and skill of 
the operator. It is, obviously, not a task for which detailed 
instructions, with set unit times for all acts, can be issued. 
The incentive should be commensurate with the application and 
skill demanded of the operator. 

Typical of the procedure to be followed in arriving at an 



67 — 



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68 



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FIG. 29. PRODUCTION CURVE SECOND DAY 



— 69 — 

equitable set time for a variable operation of this character is 
a time study made on the lapping of a specific size of heading 
die for certain cartridge cases at a plant engaged in intensive 
war work. 

A production-time study extending over a full day was made 
on the output of six workers engaged in similar work, and the 
observed data is given in the observation sheet, Fig. 26. Delays 
of every kind were noted, with the elapsed times for all inter- 
ruptions, classified and totaled as in the summary observation 
sheet, Fig. 27. From the data thus secured, the production 
curve (Fig. 28) was plotted, after deducting all unnecessary and 
unusually long delays. During the day the six men lapped 
40 heading dies, but the production curve clearly indicated that 
the operation was one of marked variation, as far as time of 
accomplishment was concerned, as the grinding of one die took 
105 minutes, another 90 minutes, several 85 minutes each, and 
many more from 25 to 80 minutes. Similar production-time 
studies were taken on three other days, during one of which 
six men lapped 54 dies; on the next day, 52 dies; and on the 
third day 63 heading dies were lapped by the six men. The 
production curves covering the activity of the three days are 
shown in Figs. 29 to 31, inclusive. These curves of later out- 
put, though indicating that the men were bettering their former 
records, still showed the marked variation in the time required 
to lap different heading dies. 

An accumulative curve of the four days' time studies was 
then plotted, as is shown in Fig. 32, which, together with the 
knowledge acquired from the individual studies regarding de- 
lays and drop in output, indicated that if an equitable rate with 
the proper incentive in the form of a premium for attaining a 
set rate of output could be established, a considerably better 
production per day could be realized. However, as it had been 
noted during the time studies that the speeds of the grinders 
operated b}^ the various men differed considerably, an investi- 
gation as to the effect of the machine speed upon the output per 
operator was made before deciding upon any set time for the 
work. The number of dies lapped by each operator, with the 
times actually consumed in the work, was plotted to scale, as 
illustrated in Fig. 33. This graphic depiction indicated that the 
machine speed had some little noticeable effect upon the out- 
put of the individual workers, as an inspection of the graphs 
will show. The operator of the speediest machine had the best 
record, it is true, but the man operating the machine with the 
next highest speed had very nearly the worst record. How- 



70 — 



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FIG. 31. PRODUCTION CURVE FOURTH DAY 



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FIG. 33. PRODUCTION CURVES PER WORKER 



— 72 — 

ever, as most of the men operating the speedier machines had 
good records, the showing of the operator with the second 
highest-speed machine was attributed to a personal factor and 
it was decided to bring the speeds of all machines to that of the 
speediest, 1,315 r.p.m. Prior to the standardization of machine 
speed, the great majority of the dies lapped took from 20 to 







































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DIES 



-LAPPING HEADING 



65 minutes each, while the operator having the best record, 
had an average record of a die every 25 to 35 minutes. 

As the conditions affecting the slower workers could be made 
similar to those governing the work of the operator with the 
best record, as by establishing the standard machine speed, the 
average time for lapping one heading die was placed at 30 
minutes and a sequence of operations drawn up to guide the 
men in their work — as listed on the observation sheet, Fig. 34. 
Unit times for the elementary operations could not be estab- 
lished, on account of the variations in the work entailed, but 
allowances were included in the selected time for such necessary 
interruptions as getting and preparing new copper and wooden 
laps. Recommendation was also made that the waste required 



— 73 — 

should be provided the workers at their machines, or else that 
it should be procured at the start of the day by the men work- 
ing on the finishing machines, at which time the finishers are 
not as busy as later in the day, when the work accumulates 
for finish lapping. 

In order to secure output at the rate of 30 minutes per die, 
it was necessary to introduce a plan of reward for unusual effort 
on the part of the workers, set as equalling the new rate, as the 
department had formerly been conducted on a day work basis. 
It was deemed advisable to adopt a bonus plan, where the day- 
work pay is guaranteed the worker, so the Halsey premium 
plan, which had been used with success in other departments 
of the same factory, was selected. The plan introduced is that 
where the workman receives as a bonus half the pay at his regu- 
lar-day rate for any time he may save in completing work for 
which a set-task time is fixed. The plan introduced is that the 
worker receives a premium for performing an operation in bet- 
ter than set time, in addition to his regular pay for the time 
actually consumed under task, consisting of full pay for one- 
half of the time saved in completing the task. The set time 
is arrived at by adding two-thirds to the selected, or task, time. 
Whenever the operator performs a task in the selected time, he 
receives as a premium pay proportional to one-third of his day 
rate. When the operation is performed in less than selected 
time, his premium is proportionately greater, or when under 
the set time, though in excess of the selected time, the premium 
is proportionately reduced. When the task is performed in the 
set time, or on a poorer rate, no premium is earned. 

The premium rate was put into effect March 21st, and as 
the selected task time for lapping one die was placed at 30 
minutes, the worker was allowed 50 minutes for each die. 
That is, the worker succeeding in maintaining an average hour- 
ly production of two dies, was paid at a rate of 40 minutes per 
die, though actually taking an average of 30 minutes for lap- 
ping each die. 

The wisdom of placing the work on a time basis and offering 
a premium to the worker, should he succeed in maintaining the 
selected time (30 minutes) for the work, was immediately ap- 
parent, as graphically depicted in Fig. 35. Prior to March 
2 1 st, the average number of dies lapped per man per da)^ was 
in the neighborhood of 10, or an hour per die, while on the 
first day on a premium basis, the number jumped to 14, on the 
second day to 15 and within three weeks the daily output had 
increased to 20 or more. In other words, a time study on an 



_74 — 




H 31 2 5 T 9 E 14 16 19 21 23 26 262 5 7 9 12 14 16 19 21 23 2628302 4 G 9 II 13 16 1820 23252730 
30 I 4 6 a 11 13 15 IS 2022 25 27 I 4 6 8 II 13 15 18 2022252729 1 3 5 8 10 12 15 17 19 22 24 2629 

Jan.->j<. February 4< March'. >U April ->| 

Day Work >j< Premium Sases 



FIG. 35. PRODUCTION BEFORE AND AFTER RATE SETTING 



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(<r February >\< -March -p ->k April •■ — -?| 

<_ Day Work }+< ~ Premium Basis 

FIG. 36. NUMBER OF LAPPERS AND PRODUCTION 



— 75 — 

operation that apparently was one so variable in nature as to 
prohibit arriving at an equitable rate at which the work should 
be done, necessitating its being conducted on a day-work basis, 
was placed on a premium basis and production was doubled. 
That is, the effect of placing the work on a plan or reward was 
to reduce the labor cost of lapping the heading dies by 16/^3 per 
cent., and the overhead by 50 per cent., while the workmen 
received a very substantial increase in weekly wage — approxi- 
mately one-third extra. 

An even more striking result of the change from day work 
to premium work is shown in Fig. 36. Before the introduction 
of the reward for application to work, eleven or twelve grinders 
were necessary to maintain even the number of dies which were 
averaged per day. Shortly after the introduction of the 
premium rate, the average number of dies lapped per day was 
increased by about a half and the number of grinders necessary 
for the increased production reduced to about two-thirds the 
number employed on day work for the lapping of but two-thirds 
as many heading dies. 



SECTION II 

THE STUDY APPLIED TO LINE OF MACHINE TOOLS 

CHAPTER VII. TIME STUDIES FOR RATE SETTING ON MACHINE TOOLS . 79 

CHAPTER VIII. PREPARING BORING MILLS TO RECEIVE WORK .... 87 
CHAPTER IX. LANDING WORK AND OPERATIONS PREPARATORY TO 

MACHINING IO5 

CHAPTER X. SETTING TOOLS AND MANIPULATING BORING MILL TO 

START CUTS 112 

CHAPTER XI. MACHINING, LOOSING AWS AND REMOVAL OF WORK. . 152 

CHAPTER XII. USE OF GISHOLT BORING-MILL TABLES 1 57 



CHAPTER VII 

TIME STUDIES FOR RATE SETTING ON MACHINE TOOLS 

IMPORTANT as are time studies for setting rates on com- 
plete operations (Operation-time Studies), be they manual, 
machine or those which combine both handling and machine 
work, they necessitate more or less prolonged activity on the 
one operation. That is, for the time study to be of economic 
value, the operation studied must be one that will be actively 
conducted for a period considerably more extended than the 
day or two during which the analytical investigation for the 
best manner and rate at which to perform the work is made. 
Otherwise, the information so gained can only become a matter 
of recorded interest for possible future activity, instead of 
valuable data for immediate practical use. 

In commercial manufacture, the same operation, it is true, 
is usually performed over and over again on standardized prod- 
uct for which a demand has been created, but there are many 
more operations conducted which may be repeated only oc- 
casionally. While these more special operations may not afford 
an opportunity for operation-time study, yet it is imperative 
that the operation be performed expeditiously and economically 
and that some definite rate be set for the task such as may be 
consistently attained by a diligent worker, without undue 
fatigue. Even in the case of a standardized operation, it is 
always valuable to be able to estimate the rate, even though it 
be subsequently checked by an operation-time study. Further- 
more, improved methods and processes are much more readily 
arrived at if it be possible to estimate accurately in advance the 
time required for the altered element operations, etc. 

The acquisition of data necessary for estimating accurately 
the time required for any piece of work calls for not only an 
intimate knowledge of the allowances which should be made 
for unavoidable delays, as presented in Chapter V, but as com- 
prehensive familiarity with the work to be done and the capaci- 
ties and peculiarities of all machines and equipment employed 
for the work. This knowledge must embrace not only full in- 
formation concerning the actual machine work, but also con- 



— 80 — 

cerning all such incidental operations as preparing the machine 
for the work, placing the work in the machine and removing it. 
The data is secured by time studies similar to those described 
in preceding chapters. From the records thus obtained compre- 
hensive elementary time tables are compiled and the tables can 
then be employed to set accurate rates for any operation. Im- 
portant as is the securing of data for the tables and the use of the 
timetables in rate setting, the compiling of the tables constitutes 
the all-important link between observation and application. 
By compiling comprehensive time studies on elementary opera- 
tions, data is presented in such form that by recombining the 
elementary operation times in varying sequences and combina- 
tions, the operations necessary to the completion of any con- 
ceivable piece of work may be outlined and a predetermined 
rate set for the task, with detailed instructions for its per- 
formance. 

Obviously, the compilation of a comprehensive set of time 
tables for any industry involves a stupendous amount of work, 
for time studies must be made on all types of machines under 
diverse operating conditions, the data secured must be analyzed 
and rechecked until there remains no doubt as to the authen- 
ticity and reliability of the information secured. However, the 
records of every carefully conducted time-study are of value 
as data for such tables and, when properly correlated furnish 
not only basic information for the setting of base times and 
rates on specific machines, but develop facts which influence 
improvement in machine design, particularly as pertains to 
operation. 

The time studies, whether on hand work, machine tools or 
on the operation of other industrial equipment, do not differ 
in procedure from the operation-time studies discussed in the 
preceding chapters. Nevertheless, in taking up an exposition 
of the compilation of elementary time tables for rate setting on 
machine tools, certain terms which will recur frequently may 
be defined to advantage. 

Element or elementary operation. The smallest sub-division 
of the job or work that is to be studied. Example: Take up 
wrench; tighten nut. 

Fundamental operation. A sequence of elements comprising 
the performance of some definite portion of a job. A single 
fundamental operation may apply to several different classes 
of work or to several different sizes and types of machine. 
Example: Put tool in tool post; remove tool from tool post; 
move head along rail, etc. 



— 81 — 

Complete operation. A division of machine work that is 
complete in itself. It is made up of one or more fundamental 
operations. 

Job or work. The combination of complete operations neces- 
sary to the completion of the work in a single machine. 
Example: Boring a cylinder; planing a lathe bed, milling the 
t^eth of gear. 

Right hand (of a machine). That portion of the machine that 
is at the right of the workman as he stands in front of and. 
facing it. 

Left hand (of a machine). That portion of the machine that 
is at the left hand of the workman as he stands in front of and 
facing it. 

The procedure to be followed in taking a machine time study 
entails the analytical division of the job into classified element- 
ary operations and the determination by means of a stop 
watch of the length of time required for the performance of 
each one of the elements. The results secured should be care- 
fully weighed and analyzed and in preparing instruction cards 
for making use of the acquired knowledge the same sequence 
of classified operations should be followed. In general machine 
shop practice the job can be divided into a sequence of element- 
ary operations under the following heads: 

i. Preparing the machine to receive the work (from normal 
condition). ' 

2. Landing the work in the machine. 

3. Squaring, levelling and making the work run true. 

4. Clamping or otherwise securing the work in the machine. 

5. Setting tools. 

6. Manipulating the machine to start the cut (includes 
calipering and gaging). 

7. Machining — that is, removing metal. 

8. Manipulating the machine at the end of the cut. 

9. Removing the tools. 

10. Removing the clamps and securing devices. 

11. Removing the work from the machine. 

12. Restoring the machine to its normal condition. 

In time-study work a normal condition is assumed for each 
machine. This normal condition is that which will enable it 
to accommodate, without change, the greatest number of jobs 
that will come to it in the regular work of the shop. For in- 
stance, in the case of a boring mill the rail will be left at a cer- 
tain elevation above the table, the heads at either end of the 
rail and the rams set at right angles to the rail. At the con- 



— 82 — 

elusion of each job, the machine should be restored to its nor- 
mal condition. The purpose of this restoring to normal con- 
dition is to facilitate the setting of tasks on the machine by 
giving the man who writes the instruction cards a definite 
starting point in laying out the work. As will become appar- 
ent later, a large percentage of the time involved in most 
machine work is concerned with the preparation of the machine 
for the work. All instruction cards and task times will be 
inaccurate if the machine is in any other than the normal 
condition when the workman commences work upon it. In 
taking time studies also a normal position should be assumed 
for the workman — that is, the position in which he would or- 
dinarily be found at the commencement of the operation in 
question. Thus, in machining work on a boring mill, the 
workman would naturally take his place at the end of the cross- 
rail, and this position would be his normal position for the 
beginning of the immediately following operation — that is, 
loosening and removing clamps. 

These various operations involved in manipulating the ma- 
chine for the job may be more thoroughly defined as follows: 

1. Preparing the machine to receive the work. This includes 
all adjustments of the machine necessary to fit it for the re- 
ception of work, such as the adjustment of chuck jaws, the 
removal or placing or faceplates or chucks, the adjustment of 
the footstock, etc., in the case of lathes; the raising of the rail, 
the movement of the heads, etc., in the case of planers and 
boring mills; and similar operations that can readily be called 
to mind on other machines. 

2. Landing the work in the machine. This item includes the 
lifting and placing of the work in position ready for clamping 
or otherwise fastening in the machine by hand. Or, if the piece 
is too heavy to be moved by hand, the attaching of slings, and 
hoisting by means of block and chain hoist, pneumatic hoist or 
crane, the movement or traverse or the work to the machine, 
the landing of it in position in the machine and the removal 
of the slings. 

3. Squaring, levelling and making the work run true. This 
item includes all operations necessary to make the surface that 
is to be machined conform approximately to tne path of the 
cutting tool. 

Squaring involves the operations necessary to locate the 
principal edge of the work parallel to the edge of the table or 
to the path of the cutting tool where one or the other has a 



— 83 — 

reciprocating motion. This operation is necessary principally 
in connection with planers, shapers and slotters. 

Levelling involves thoss operations necessary to bring the 
working surface parallel to the platen, or table, on which the work 
is supported. Work is levelled on the tables of planers, boring 
mills, drilling machines, shapers, etc. Although, using the 
term in its strict sense, work clamped to the faceplate of a 
lathe is not levelled, nevertheless the operations involved in 
locating the working surface parallel to the faceplate are the 
same as when the work is clamped to a horizontal surface, and 
so such operations in lathe work are properly classified as 
levelling. 

Making work run true involves those operations required to 
make work carried on centers, or supported on a rotating sur- 
face as a lathe faceplate or boring-mill table, assume the same 
axis of rotation as that of the machine itself. 

4. Clamping or otherwise securing the work in the machine. 
This item includes the tightening of chuck jaws on the work, 
placing clamps and blocks and tightening the bolts and nuts 
that hold them on the work, tightening vise jaws, and setting 
and making firm all attachments that hold the work in position 
for the cutting operations. 

5. Setting tools. This item includes placing and tightening 
all cutting tools in the tool post, or tool block and making them 
ready for work. It does not, however, include the manipulation 
of the machine to bring the tool in proper position with relation 
to the work to begin removing metal. 

6. Manipulating the machine to start the cut. This item in- 
volves all machine movements, including those necessary to 
bring the cutting tool into its proper relation to the work, and 
the preliminary operations of the machine necessary to turn 
short lengths on cylindrical work, and so obtain the space 
necessary for calipering to ascertain whether or not the tool is 
in the correct position. It also comprises the starting of the 
actual machining operation by throwing in the feed mechanism 
at the beginning of the cut, and releasing it at its completion. 

7. Machining. This item involves only the removal of metal, 
and has little or no relation to the time involved in machine 
movements. 

8. Manipulating the machine at the end of the cut. This item 
includes the fundamental operations necessary to disengage 
the cutting tool from the work and to bring it to a position where 
it can be removed or reset for another cut. In general it is the 
reverse of item 6. 



— 84 — 

9- Removing the tools. This item includes the elements re- 
quired to loosen the devices holding the tool in place and to 
remove it to the tool stand. In general it is the reverse of 
item 5. 

10. Removing the clamps and securing devices. In general this 
item is the reverse of item 4, except that the elements are per- 
formed in reverse order. 

11. Removing the work from the machine. The items involved 
here are the same as those involved in item 2, excepting that 
they are performed in the reverse order. 

12. Restoring the machine to its normal condition. The opera- 
tions comprised in this item are practically identical with those 
comprising item 1, but in addition it includes the operation of 
cleaning the entire machine. 

Time studies in which the various elements are classified 
as above permit of the widest use. For instance: The same 
studies on clamping may be applied to several different types 
of machines. Work may be held with U-clamps on the platen 
of the planer, on platen or table of the boring mill, drilling 
machine or shaper. It makes no difference what machine is 
involved, so long as the character of the work to be clamped 
and the relative conditions are the. same. The time for clamp- 
ing should be uniform. 

Another example is calipering. The time required to caliper 
a piece of work depends but little upon the machine in which 
the work is placed, but does depend ver}^ largely upon the 
size of the work itself. Studies on calipering in one class of 
machine are equally applicable to other types. 

Again, in hoisting and landing, it makes but little difference 
whether the work is landed in the machine on centers, or lowered 
in position on the table. The weight and distance a piece is 
to be moved will make quite a difference, and time studies on 
hoisting and landing, therefore, are classified first with respect 
to the method of handling — whether by hand, chain, pneumatic, 
or electric hoist, or crane — second, with respect to weight and 
third, with respect to the distance moved. Classified in this 
manner the different groups of time studies can be combined 
one with another to fix the time required for practically every 
class of work. There Mill, of course, be necessary additional 
time studies peculiar to the machine in which the work is placed. 
That is, in addition to studies of hoisting, landing, calipering, 
etc., applicable to all classes of work, there must be studies in 
machine manipulation for the different machine tools, such as 



85 — 

lathes, planers, millers, shapers, drilling machines, etc., and 
studies of tool setting for these various machines. 

A clearer comprehension of the approved procedure in taking 
machine time studies and of the details to be noted can doubtless 
be formed from a brief enumeration of the investigations and 
combinations of elementary operations made for the Gisholt bor- 
ing mills. The procedure entailed first dividing the operations 
on Gisholt boring mills into their fundamental operations such 
as: I. Preparation of the machine, including oiling and cer- 
tain machine manipulation such as raising and lowering the 
rail, swiveling the ram, changing position of the tool post, 
etc. 2. Manipulation of the machine, including rapid travel 
of the head and rail, revolving of the turret, operating speed 
and speed gears, etc. 3. Hoisting and landing work on the 
machine. 4. Clamping work. 5. Setting and starting cuts 
which include some machine manipulation already stated in 2, 
and some machine elements not stated elsewhere. The studies 
were made on a series of machines ranging from 30 to 84 inches 
in size, and all of the operations outlined were studied on each 
machine. 

Each of the fundamental operations comprised in the fore- 
going subdivisions was analyzed into its most elementary mo- 
tions and the sequence of operations from start to finish as 
revealed by .this analysis was tabulated. An example of this is 
a study made on the turning of chuck jaws end for end. The 
elements are as follows: 

1. Obtain wrench from tool stand. 

2. Loosen two ^-inch setscrews in first jaw. 

3. Remove jaw from slot. 

4. Clean slot. 

5. Turn jaw end for end and re-enter it in slot. 

6. Set jaw to line on table. 

7. Tighten two 5/g-inch setscrews in jaw. 

8. Turn table 120 degrees. 

9. Loosen two ^3-inch setscrews on second jaw. 

10. Remove jaw from slot. 

11. Clean slot. 

12. Turn jaw end for end and re-enter it in slot. 

13. Set jaw to line on table. 

14. Tighten two 5/g-inch setscrews in jaw. 

15. Move table 120 degrees. 

16. Loosen two ^/g-mcn setscrews in third jaw. 

17. Remove jaw from slot. 

18. Clean slot. 



— 86 — 

19- Turn jaw end for end and re-enter it in slot. 

20. Set jaw to line on table. 

21. Tighten two 5/g-inch setscrews in jaw. 

22. Return wrench to tool stand. 

These various elements may then by combined one with the 
other to give a complete progressive tabulation of the opera- 
tions considered as fundamental for boring mills of the Gis- 
holt type. 

1. Preparation. Oil, raise and lower rail, swivel head to 
angle, remove from and replace tool post or bar in ram, raise 
or lower tool post in ram, set chuck jaws on table, remove chuck 
jaws from table. 

2. Landing. On centers, by hand; on centers, by hoist; in 
chuck, vertical, by hand; in chuck, vertical, by hoist; in chuck, 
horizontal, by hand; in chuck, horizontal, by hoist; on table 
or platen, by hand; on table or platen, by hoist; on table in 
V-blocks, by hand; on table in V-blocks, by hoist; in vise, by 
hand; in vise, by hoist; on arbor, by hand; on arbor, by hoist. 

3. Squaring, levelling and making work run true. In chuck, 
in chuck and steady rest, on centers, on platen on faceplate. 

4. Clamping. Clamping work in chuck jaws, clamping with 
U-clamps, clamping with goose-neck clamps, removing work 
from chuck jaws, removing U-clamps, removing goose-neck 
clamps. 

5. Setting tools in post. Set tools in tool post in right-hand 
head for cut on outside diameter: (a) Round-nose roughing 
tool, (b) square finishing tool. Set tools in tool post in 
right-hand head for cut in face: (a) Round-nose roughing 
tool, (b) square-nose finishing tool. Set tool in tool post in 
left-hand head, tools set for cut on outside diameter: (a) 
Round-nose roughing tool, (b) square-nose finishing tool. Set 
tools in tool post in left-hand head, tools set for cut on face: 
(a) Round-nose roughing tool, (b) square-nose finishing tool. 

The following are common to many types of machines, and 
must be used in preparing instruction cards for boring mills, 
planers, shapers, drilling machines, etc. 

6. Manipulation. Change position of head, start motor, 
stop motor, start table, stop table, change feed gears, change 
speed gears, ratchet head back. 

This classification and standardization of fundamental opera- 
tion paves the way for an effective analysis of the data secured 
from time studies made on the operation of the Gisholt boring 
mills as well as the compilation of accurate time tables. 



CHAPTER VIII 

PREPARING BORING MILLS TO RECEIVE WORK 

THE taking of time studies on the preparation of Gisholt 
boring mills for any specific job, as well as similar investi- 
gations for elementary time tables on other fundamental opera- 
tions, differs in no way from the methods already presented for 
operation-time studies. The data recorded from the stop- 
watch readings, to hundredths of a minute, should advisably 
be plotted to large scale on cross-section paper and smooth 
curves drawn to depict the trend of relationship in the time 
consumed in the performance of the various elementary opera- 
tions for the different sizes of boring mills. From such curves, 
the unit times entered in the time tables can be accurately 
ascertained to as many decimal points as may seem advisable. 
Ordinarily values carried to three decimal points for the 
elementary operations and two for the total fundamental 
operations are sufficiently accurate for all practical pur- 
poses. This method of securing time-table data is more 
reliable than dependence upon values obtained directly from 
the time studies, as the chances of errors in reading the watch 
and the effect of unusual conditions, delays, etc., are discounted 
to a considerable degree, if not entirely eliminated. Further- 
more, if a sufficient number of machines of different sizes and a 
suitable number of studies are made to establish conclusively 
the trend of the relationship curve, time values for machines 
intermediate in size to those actually investigated can be accu- 
rately determined. 

The data pertaining to the operations necessary to prepare 
Gisholt boring mills, 30, 36, 42, 60 and 84-inch classes,* and 
presented in the following tables, are obtained from trend 
curves established by numerous comprehensive time studies 
made in the approved manner on the various machines. It 
is assumed that each machine is in its normal condition at the 
time work is to commence, and that the work is of such char- 
acter as to necessitate a change from this condition. The 

* Classes of Gisholt boring mills embrace other sizes than those spencifically mentioned, but 
machines which are of about the same size are of the same general characteristics. 



operations comprised in the preparation and the tables of unit 
times relating to them are as follows: 

PREPARATION OF MACHINE TO RECEIVE WORK 

Fundamental Operations Table 

Oil machine 1 

Move rail by power 2. 2,4 

Swivel head to angle 3, 3A, SB 

Remove and replace tool post or bar 4* 

Change position of tool post 5 

Set chuck jaws to line 6 

Remove chuck jaws from table 7 

Reverse chuck jaws on table 3 

Move chuck jaws in or out to line 9 

The normal condition of the machine must be determined 
separately for each shop. There also must be provided a tool 
stand, on which tools, equipment, drawings, instruction cards, 
etc., are kept. The tool stand should be placed about three 
feet from the machine and in such a position that the workmen 
can reach any article on it with a minimum of effort. 

In using the tables herewith, relative to preparing the ma- 
chine for the work, a survey of the job is first made to deter- 
mine what changes from the normal condition of the machine 
are necessary, and the operations necessary to make these 
changes are listed in the instruction card in the order in which 
thev take place. The time required for each operation is taken 
from the appropriate table and set opposite that item in the 
instruction card. 

Such deductions as the conditions may require are made 
from the total times as given in the tables, and the net times 
onlv are entered on the card. For instance, if the preparation 
of the machine involves both the raising of the rail and the 
swiveling of the head, the workman should procure the neces- 
sarv wrenches for both operations in a single trip to the tool 
stand, and this fact should be so stated on the instruction card. 
The time allowed for swiveling the head then would be the 
total time given in the table, less the time for returning the 
w 7 renches used for that operation. These would be returned 
with the wrenches used in raising the rail, when that operation 
is completed. The time allowed for raising the rail would be 
the total time given, less the time for procuring the wrenches. 
The detailed operations are given in the tables partly to enable 
such modifications to be made, but mainly to establish a stand- 
ard practice based on the methods of the best workmen and 
on careful studies and correction of these methods. 

Oiling, the first of the fundamental operations for preparing 
the boring mill for work, should be attended to the first thing 



— 89 — 
TABLE 1 

Oil Machine 
(iisnoLT Boring Mills 









Size of M 


ichin 


e in Inches 






Details of operation 


Oil 

can 
So. 


30 


36 


42 


00 


84 


1. Carry cans to right .side of machine. 

2. Fill link's in feed box 

4. Fill reservoir of rapid - travel meeh- 


1 

2 
2 
2 
2 

2 
2 


0.09 

*(24) 1.44 

0.27 


0.09 

*(24) 1 . 44 

0.2.S 

0.16 

0.52 
0.70 
0.16 


*(26 


0.09 
1.50 
. 30 

0.16 
0.53 

0.70 


*(28 


0. 10 

1 lis 

0.35 

0.17 

0.50 
0.70 


0.11 

*(32) 1 .92 
0.4] 

0.18 


.">. Fill reservoir on upper rail bracket . 


(I..-.1 
0.70 

0.10 


0.63 

0.7(1 


8. Fill reservoir for lubricating, hack 


t(3) 
t(2) 

*(25 
*(6) 


0.1S 
0.30 
0.06 
1.20 
1.S0 
0.00 

0.07 
0.30 
0.16 
0.53 
) 1 . 50 
0.15 
0.30 
0.06 
0.09 
. 20 


t(6) 
t(3) 

*(28 1 
*(9) 


0.18 
0.30 
. 09 
2.40 
1.80 
0.90 

0.08 
. 35 
0.17 
0.56 
1.68 
0.17 
0.54 
0.08 
0.09 
0.20 


0.18 








0.30 








0.10 


1 I. Fill reservoirs on pinion shaft 

12. Fill cup on shaft under motor 


2 

2 






t(4) 1.60 






1 . SO 






t(3) 0.90 


14. Pick up cans, walk to left side of 






0.09 




2 
2 
2 

1 






0.41 


10. Fill reservoir of rapid travel 

17. Fill reservoir on upper-rail bracket. 






0.18 






0.03 






*(32) 1.92 


19. Climb on table. . 






0.20 


20. Fill oil holes 


1 






*(9) 0.54 








0.11 






0.08 
0.20 


0.08 
0.20 


0.10 






0.20 








Total time for oiling machine. 




3.50 


3.60 


11.00 


13.00 


13 50 



* Number of oil holes, f Number of oil cups. 

each morning if the machine is in constant use or, if used only 
intermittently, the machine should be oiled before beginning 
the first job of the day. Preferably, oiling should not be con- 
sidered part of the actual preparation time of a job, but should 
be cared for by a separate time card issued to that operation 
only. To oil the larger Gisholt boring mills, some twenty-three 
distinct elementary operations are necessary, as itemized in 
Table I, though in the case of the 30 and 36-inch mills fewer 
operations are required on account of the greater simplicity 
of machine construction for the smaller tools. Table I also 
lists the unit times for the various elementary operations, which, 
when totaled, give, as the necessary time allowances for oiling 
the mills from 30 to 84 inches in size, 3.45, 3.63, 10.80, 13.15 
and 13.21 minutes, respectively. 

The first operation chargeable to the actual preparation of 
the machine for work is then that of moving the rail by power. 
This task naturally divides itself into three parts: 1. Prepara- 
tion, involving the procuring of tools, loosening clamping nuts, 
engaging of the necessary levers, etc.; 2. actual movement ot 
the rail; 3. clamping the rail in its new position and returning 



— 90 — 

the tools to the stool stand. The details of (i) and (3) are given 
in Table 2, and the time for actually moving the rail a given 
distance, together with the total time for the complete opera- 
tion, is given in Table 2A. Ordinarily, in the preparation of 
instruction cards only the totals in Table 2A would be used. 
For instance, this particular item on the card for, say a 42-inch 
mill would read, "Move rail 10 inches . . .1.734 minutes." This 
operation can be performed only on 42-inch and larger ma- 
chines. The rail is in a fixed position on the smaller machine. 

On certain machines the number of clamping nuts on the 
right-and-left-hand housings differs, thus accounting for the 




FIG. 37. — OPERATING MECHANISM FOR MOVING RAIL, 42, 60 AND 
84-INCH GISHOLT BORING MILLS 



— 91- 

difference in time for loosening or tightening nuts on the op- 
posite sides of the machine (Table 2). The chain drive trans- 
mitting power to the elevating screws of the rail is set in motion 
by throwing the lever D, shown in Fig. 26. The clutch connect- 
ing the rail to the elevating screws is meshed by the lever E, 
and the rail will continue to move as long as this clutch is in 
mesh. When the rail has reached the desired elevation, the 
lever E is released and the chain drive disengaged by means 
of the lever D. 

In raising the rail, it can be brought to the desired height 
and stopped. In lowering, however, it should be lowered below 
the desired point and reraised to the correct elevation in order 
to take up the lost motion in the elevating screws and nuts. 
While this will actually make a slight difference in the time for 
raising or lowering the rail through a given distance, the dif- 
ference is so small that for all practical purposes the time for 
raising or lowering may be considered the same. 

TABLE 2 
Moving Rail by Power 
Gisholt Boring Mills 



• 


Size of Machine, Inches 


Details of operation 


42 


1 
60 84 


Preparation for moving rail 


Time in minutes 


1. Get wrench from tool stand 


0.0425 
0.0700 
0. 1700 
0.0920 
0. 1700 
0.0200 
0.0500 
0.0400 


0.055 
0.080 
0.360 
0.105 
0.270 
0.020 
0.050 
0.040 


070 


2. Walk to left side of machine 


100 


3. Loosen clamping screws 


285 


4. Walk to right side of machine 


125 


5. Loosen clamping screws 

6. Lay down wrench 


0.285 
020 


7. Engage clutch to operate chain 


050 


8. Engage clutch to move rail 


0.040 


Total preparation for moving 


0.65 


0.98 


0.98 


9. Move rail 




See 


Table 2A 








10. Disengage elevating-chain clutch 


0.040 
0.050 
0.255 
0.092 
0.255 
0.090 
0.040 


0.040 
0.056 
0.405 
0.105 
0.540 
0.100 
0.055 


040 


1 1 . Pick up wrench 


065 


12. Tighten clamping screws, right side 


427 


13. Walk to left side of machine 


125 


14. Tighten clamping screws, left side 


0.427 


15. Remove wrench to tool stand 


120 


16. Return to front of machine 


0.070 






Total time for clamping rail after moving . . . 


0.82 


1.30 


1.27 



Tools required: Open-end wrench. 

Starting position of operator: In front of machine. 



— 92 — 

TABLE 2A 

Total Time for Moving Rail 

Gisholt Boring Mills 



Distance through which rail is 
moved 


5 in. 


10 in. 


15 in. 


20 in. 


25 in. . 










42-inch Boring Mill 
Time in Minutes 


1. Preparetomoverail(Tablc2) 

2. Move rail 

3. Clamp rail (Table 2) 


0.6545 
0. 1740 
0.8220 


0. 5645 
0.3480 
0.8220 


0.6545 
0.5220 
0.8220 


0.6545 
0.6960 
0.8220 


' 




Total time for moving rail . . 


1.65 


1.73 


2.00 


2.17 








60-Inch Boring Mill 


1 . Prepare to move rail (Table 1 ) 

2. Move rail 


0.980 
0.694 
1 . 304 


0.980 
1.390 
1.301 


0.980 
2.083 
1.301 


0.980 
2.780 
1.301 






3. Clamp rail (Table 1) 




Total time for moving rail . . 


2.98 


3.67 


4.36 


5.06 








84-Inch Boring Mill 


1. Prepare to move rail (Table 1) 

2. Move rail 


0.975 
0.800 
1.274 


0.975 
1.600 
1.274 


0.975 
2.400 
1.274 


0.975 
3.200 
1.274 


0.975 
4.000 
1.274 


0.975 
4.800 


3. Clamp rail (Table 1) 


1.274 


Total time for moving rail . . 


3.05 


3.85 


4.65 


5.45 


6.25 


7.05 



To swivel the head of the mill to the required angle, the next 
operation in preparing the machine for work, entails somewhat 
different operations for the various sizes of machines. In the 
case of 30 and 36-inch Gisholt boring mills, the head is swiveled 
by hand to approximately the desired angle and clamped 
losely in position. Then, by tapping the head one way or the 
other with a lead hammer or mallet, it is adjusted accurately 
and the clamping nut screwed home. On 42-inch mills and 
larger the head is swiveled by means of a worm operated by an 
open end wrench and can, therefore, be moved exactly to the 
desired angle. 

The complete operation of swiveling the head divides into 
the fundamental operations of loosening, swiveling and clamp- 
ing. The unit times for loosening and clamping are given in 




o 
z 
< 

o 







U 

IB 
— 
i 

Q 
< 






— 94 — 

Table 3, those for swiveling and for the complete operation in 
Tables lA and 3$ for the smaller and larger sizes of mills, 
respectively. 

TABLE 3 

Loosen and Clamp Head 

Gisholt Boring Mills 



Details of operation 


Size of Machine 
Inches 




30 


36 


Loosen head 


Time in minutes 


1. Obtain wrench and lead hammer from tool stand 

2. Loosen hexagon clamping nuts 

3. Lay wrench on table of machine 


0.055 
0.280 
0.020 


0.06 

0.42 
0.02 






Total time for loosening head 


0.36 


0.50 


4. Swivel head to or from zero 


.... See 


Table 3A 






Clamp head 
5. Exchange lead hammer for wrench 


0.03 

0.14 
0.20 
0.055 


0.03 


6. Tighten firmly nuts on right side of head 


0.21 


7. Tighten firmly nuts on left side of head 


0.30 


8. Remove wrench and hammer to tool stand 


0.06 






Total clamping time. . . . 


0.43 


0.60 







1. Obtain two wrenches from stand. 

2. Loosen clamping nuts 

3. Lay wrench on table 

4. Pick up worm-operating wrench . 



Total time to loosen head . 



42 Inch 


60 Inch 


0.06 
0.28 
0.02 
0.03 


0.07 
0.28 
0.02 
03 


0.39 


0.40 



84 Inch 



0.09 
0.42 
0.02 
0.03 

0.56 



5. Swivel head to or from zero See Table 3/>. 



6. Lay down worm-operating wrench. 

7. Pick up clamping wrench 

8. Tighten clamping nuts 

9. Remove wrenches to tool stand. . . 



Total time to clamp head . 



0.02 
0.03 
0.40 
0.06 


0.02 
0.03 
0.40 
0.07 


0.51 


0.52 



0.02 
0.03 
0.60 
0.09 



0.74 



— 95 — 

TABLE 34 

Total Time to Loosen and Swivel Head and Clamp Swivel Head to Angle 

Gisholt Boring Mills 



Tools required: Lead hammer or mallet, clamping wrench. 

Normal position of workman: In front of machine. 

Normal condition of machine: Head at right angles to rail. 

TABLE 3B 

Total Time to Loosen Swivel Head and Clamp 
Gisholt Boring Mills 



Degrees of swivel 


! 5 


10 


15 


20 


25 


30 




30-inch Machine — Time in Minutes 


Loosen head (Table 34) . . 
Swivel head 


.355 

.19 

.425 


.355 

.21 

.425 


.355 
.225 
.425 


.355 
.24 

.425 


. 355 

.25 

.425 


.355 

.27 

.425 


Clamp head (Table 34). . 


Total time for swiveling 
head 


I 
97 0.99 


1.01 


1.02 


1.03 


1.05 




36-inch Machine 


Loosen head (Table 34) . . 
Swivel head 


.50 
.20 

.60 


.50 
.22 
^60 


.50 
.23 
.60 


.50 

.25 
.60 


. 50 . 50 

26 oc 


Clamp head (Table 34 . . . 


.60 


.60 


Total time for swiveling 
head 


1 30 1 .32 


1.33 


1.35 


1.36 


1.33 



Degrees . 



Loosen head (Table 34) 

Swivel head 

Clamp head (Table 34). 



Total time for swiveling head . 



Loosen head (Table 3 A ) . 

Swivel head 

Clamp head (Table 34). 



Total time for swiveling head . 



Loosen head (Table 34. . . . 

Swivel head 

Clamp head (Table 34) 



10 


15 


20 


25 


30 


35 


40 



45 



42-Inch Machine 



0.39 
0.37 
0.51 



1.27 



0.39 
0.45 
0.51 



1.35 



0.39 
0.54 
0.51 



1.44 



0.39 
0.64 
0.51 



1.54 



0.39 
0.75 
0.51 



1.65 



0.39 
0.86 
0.51 



1.76 



0.39 
0.97 
0.51 



1.87 



0.39 
1.09 
0.51 



1.99 



0.39 
1.22 
0.51 



2.12 



60-Inch Machine 



0.40 
0.43 
0.52 



1.35 



0.40 
0.51 
0.52 



1.43 



0.40 
0.61 
0.52 



1.53 



0.40 
0.71 
0.52 



1.63 



0.40 
0.82 
0.52 



1.74 



0.40 
0.93 
0.52 



1.85 



0.40 
1.05 
0.52 



1.97 



0.40 
1.17 

0.52 



2.09 



0.40 
1.30 
0.52 



2.22 



84-Inch Machine 



0.56 
0.48 
0.74 



Total time for swiveling head 1. 78 



0.56 
0.57 
0.74 



1.87 



0.56 
0.67 
0.74 



1.97 



0.56 
0.76 
0.74 



2.06 



0.56 
0.89 
0.74 



2.19 



0.56 
1.00 
0.74 



2.30 



0.56 
1.12 

0.74 



2 42 



0.56 
1.25 
0.74 



2.55 



0.56 
1.40 
0.74 



2.70 



— 96 — 

The removing and replacing of the tool post or bar in Gisholt 
boring mills also entail somewhat different procedure in various 
sizes of mills. The tool posts in the larger sizes may be carried 
either in the ram or the turret head on the ram, but in the 
smaller sizes — 30 and 36-inch mills — are always placed in the 
turret heads. 

The tool post or bar is removed from the turret head bv 
loosening a single hexagon clamping bolt in the head, which al- 
lows the bar or post to drop out. The workman, while loosening 
the clamping bolt, holds the bar or post with his free hand to 




Toot Post 



FIG. 40. OPERATION TO REMOVE TOOL POST 30 TO 84-INCH 

GISHOLT BORING MILLS 



prevent it from falling to the table. After loosening the bolt, 
the bar or post is grasped with both hands, lifted out of the 
head and removed to a convenient position on the floor along- 
side the tool stand. The table assumes that the bar or post 
that is to replace the one removed is at hand on the floor or 
tool stand and that it is procured and carried to the machine 
on the return trip, after disposing of the first post or bar. It 
is placed in the turret head and held in position with one hand, 
while with a wrench in his free hand the workman tightens the 
clamping nut. 



— 97 — 

The process of removing and replacing the tool post or bar 
in the ram is the same as removing or replacing it in the turret 
heads, except that there are three clamping bolts to be mani- 
pulated and a locking pin to be pulled out. The purpose of this 
pin is to prevent the bar or post from falling to the table when 
the clamping bolts are loosened. The workman holds the bar 
with his free hand while he releases the locking pin and then 
uses both hands to remove the bar. 

The time table for all elementary operations involved in re- 
moving and replacing the tool post or bar in the ram or turret 
head of Gisholt boring mills — 30 to 84-inch machines inclusive 
— is given as Table 4. 

TABLE 4 

Remove and Replace Tool Post or Bar 

Gisholt Boring Mills 



Size of Machine, Inches 



Details of operations 



30 



42 42 60 84 



Time in Minutes 



1. Obtain wrench from tool stand, 

walk to left of side of machine . 

2. Loosen hexagon clamping bolts. . 

3. Lay wrench on table 

4. Remove post or bar from turret . . 

5. Pull pin and remove post or bar 

from ram 

6. Remove post or bar to floor. ... 

7. Carry bar or post to machine .... 

8. Put bar or post in turret 

9. Put bar or post in ram 

10. Pick up wrench 

1 1 . Tighten hexagon clamping bolts . . 

12. Return wrench to tool stand .... 

Total time to remove and replace 
tool post or bar 



0.09 
0.07 
0.02 
0.03 



0.05 
0.0S 
0.04 



0.02 
0.12 

0.07 



0.59 



0.10 
0.07 
0.02 
0.03 



0.05 
0.08 
0.04 



0.02 
0.12 
0.07 



0.60 



0.10 
0.07 
0.02 
0.03 



0.07 
0.09 
0.04 



0.02 
0.12 
0.08 



0.64 



0.10 
0.12 
0.02 



0.06 
0.07 
0.09 

0.15 
0.02 
0.22 
0.08 



0.93 



0.13 
0.17 
0.02 



0.09 
0.08 
0.12 

0.17 
0.02 
0.26 
0.09 



1.15 



0.16 
0.20 
0.02 



0.12 
0.09 
0.14 

0.20 
0.02 
0.29 
0.11 



1.35 



Tool required: Open-end wrench. 

Normal position of workman: In front of machine. 

Normal condition of machine: Tool post or bar in head or ram. 

The position of the tool post as regards its distance from the 
base of the ram — in 42, 60 and 84-inch mills — entails another 
fundamental operation necessary to prepare the larger Gisholt 
boring mills for the reception of work — i. e., raising or lowering 
the tool post in the ram. The distance of tool post from the 
base of the ram may be varied by locating the locking pin in 



— 98 — 

any one of the three slots provided in the tool-post shank. To 
change the position of the tool post, the three clamping bolts 
are loosened, and the locking pin is pulled out. The workman, 
meanwhile, grasps the tool post with his free hand and raises 
or lowers it to the desired position and releases the pin. The 
clamping bolts are then tightened. The elementary operations 
required for raising or lowering the tool post in the ram, together 
with the unit times for all acts, are given in Table 5. 

TABLE 5 

Raise or Lower Tool Post in Ram 

Gisholt Boring Mills 



Details of operation 



1 . Obtain wrench from tool stand, walk 

to left side of machine 

2. Loosen hexagon clamping bolt 

3. Lay wrench on table 

4. Pull pin, raise post 

5. Pull pin, lower post 

6. Pick up wrench 

7. Tighten clamp in bolts 

8. Remove wrench to stand 



Total time to raise post . 
Total time to lower post. 



Raise Post 


Lower Post 


Size of Machine 
Inches 


Size of Machine 
Inches 


42 


60 


84 


42 


60 


84 


Time in 


Minutes 



0.09 
0.12 
0.02 
0.04 



0.02 
0.22 
0.08 



0.59 



0.09 
0.17 
0.02 
0.05 



0.02 
0.26 
0.09 



0.70 



0.10 
0.20 
0.02 
0.05 



0.02 
0.29 
0.11 



0.79 



0.09 
0.12 
0.02 

0.08 
0.02 
0.22 
0.08 



0.63 



0.09 
0.17 
0.02 

0.09 
0.02 
0.26 
0.09 



0.74 



0.10 
0.20 
0.02 

0.09 
0.02 
0.29 
0.11 



0.83 



Tool required : Open-end wrench. 

Normal position of workman: In front of machine. 

Preparation for the accommodation of the work on the table 
of a boring mill obviously constitutes an important preliminary 
step in the preparation of the machine to receive work, and one 
which quite naturally calls for detailed study and comprehen- 
sive instruction cards if it is to be performed effectively and ex- 
peditiously. There are several common methods of holding 
the work to boring-mill tables — by means of chuck jaws fitted 
to the slots in the table, clamping it to parallels on the table, 
setting it in drivers, or by clamping it flat on the table. 

Gisholt boring mills up to and including 42-inch have a table 
consisting of a three-jaw scroll chuck (Fig. 31), the jaws having 



— 99 — 

both independent and universal movements. Machines larger 
than 42-inch have four detachable independent chuck jaws 
mounted on bases held to the table by means of four T-slot 
bolts in parallel T-slots on the table (Fig. 32). Each jaw is 
moved with reference to its base by a screw operated by a socket 
wrench, as at A in Fig. 31. The assumption is made that the 
T-slot bolts are kept in the holes in the base. 

The jaws of the three-jaw chucks are set to that line on 
the table which most nearly corresponds to the diameter of the 




'"""£ 



FIG. 41. — OPERATION TO LOWER TOOL POST — 42, 60 AND 84-INCH 
GISHOLT BORING MILLS 



work. They are then caused to grip the work by means of the 
scroll movement. See B, Fig. 2. The base of the independent 
jaw for machines larger than 42-inches is placed with its outer 
edge flush with the edge of the table, and the jaw is moved 
backward and forward in the base by means of the screw until 
it attains its approximate desired position with reference to 
the base. The base is then moved forward on the table to the 
line most nearly corresponding to the diameter of the work 
and is clamped down to the table. The operations are repeated 
for the second jaw before moving the table. The final adjust- 
ment of the jaws is made independently after the work is in 
place. 

When reversing the chuck jaws on the table, as is necessary 



— 100- 

for certain classes of work, the clamping bolts at C (Fig. 32), are 
loosened, the jaws removed from the table, turned end for end 
and entered in the table slots. From this point the process is 
nhe same as for setting the jaws for the first time. In the case 
of independent jaws for machines larger than 42-inch, adjust- 




FIG. 42. — THREE-JAW CHUCK FOR BORING MILL 

ment of the jaw is, as above, made with the base flush with the 
edge of the table. 

In moving the chuck jaws on the table without reversing 
them it is necessary in the case of the jaws having bases, first 
to remove the base of the jaw until its edge is flush with the 
edge of the table and then to adjust the jaw to the size of the 




FIG. 43. — FOUR-JAW CHUCK FOR BORING MILL 



piece, after which the base and jaw are moved forward to the 
desired location. 

The time tables giving the elementary operations involved 
and the unit times for setting the chuck jaws to line, removing 



— 101 — 

the chuck jaws from the boring-mill table, reversing the jaws 
and moving them in or out as may be required, are given as 
Tables 6, 7, 8 and 9. The acts entailed in the operations on the 
three-jaw chucks differ in certain respects from those required 
for four-jaw chucks, it will be noted, on account of the differ- 
ence in mechanical construction of the two types. However, 
in either case, the elementary operations listed and the unit 
times presented are secured from exhaustive and comprehensive 
time studies conducted in the sequences given and constitute 
authentic records of the most effective procedure in each case. 

TABLE 6 
Set Chuck Jaws to Line 
Gisholt Boring Mills 



Details of operation 



Size of Machine, Inches 



30 



36 



Time in Minutes 



1. Obtain rule, measure diameter of piece. . 

2. Obtain chuck wrench from stand 

3. Pick up chuck jaw 

4. Insert jaw in table slot; move jaw to line 

5. Tighten two screws in jaw 

6. Turn table 120 degrees 

7. Repeat items 3, 4 and 5 , 

8. Turn table 120 degrees 

9. Repeat items 3, 4, and 5 

10. Remove wrench to stand 

Total time for setting three chuck jaws. 



0. 120 
0. 035 
0.050 
0.087 
0.210 
0.090 
0.347 
0.090 
0.347 
0.035 



1.41 



0.120 
0.040 
0.060 
0.093 
0.220 
0.100 
0.373 
0.100 
0.373 
0.040 



1. 52 



0. 120 
0.045 
0.070 
0. 100 
0.230 
0. 120 
0.400 
0.120 
0.400 
0. 045 



1.65 





Size of Marine 
Inches 


Details of operation 


60 


84 




Time in Minutes 


1 Obtain rule, measure diameter of piece 


0.150 
0.055 
0.110 

0.120 
0. 270 
0.160 
0.440 
1.100 
0.180 
2.200 
0.060 




2 Obtain chuck wrench from stand 




3. Pick up chuck jaw from stand 




4. Enter slot bolt in base into table slot, on the edge flush 
with table 












7. Tighten 4 \ -inch clamp bolts 




8. Repeat items 3 to 7 inclusive 




9. Turn table ISO degrees 




10. Repeat twice items 3 to 7 inclusive 




11. Remove chuck wrench to stand 








Total time for setting fbur chuck jaws 


4.85 





TABLE 7 
Remove Jaws from Table 

GlSHOLT BOEING MlLLS 



Details of operation 



Size of Machine, Inches 




Time in Minutes 



1. Obtain chuck wrench from stand 0. 035 

0.172 
0.040 
0.090 
0.302 
0.212 
0.035 



2. Loosen two screw in jaw 

3. Remove jaw from slot to stand 

4. Turn table 120 degrees 

5. Repeat items 2, 3 and 4 

6. Repeat items 2 and 3 

7. Remove wrench to stand 



Total time for removing three chuck jaws . 



0.040 
0.180 
0.050 
0.100 
0.330 
0.230 
0.040 



0.045 
0.190 
0.060 
0.120 
0.370 
0.250 
0.045 



1.08 



Details of operation 




Size of Machine 
Inches 



Time in Minutes 



1. Obtain chuck wrench from stand 

2. Loosen four clamping bolts 

3. Remove jaw from slot to floor 

4. Repeat items 2 and 3 

5. Turn table 180 degrees 

6. Repeat twice items 2 and 3 

7. Remove wrench to stand 

Total time for removing four chuck jaws 



0.055 
0.440 
0.160 
0.600 
0.180 
1.200 
0.055 



2.69 



— 103 — 

TABLE 8 

Reverse Jaws on Table 

Gisholt Boring Mills 



Details of operation 




1. Obtain rule, measure diameter of piece 

2. Obtain chuck wrench from tool stand . 

3. Loosen two clamping screws on jaw. . . 

4. Remove jaw from slot 

5. Reverse jaw, enter in slot to line 

6. Tighten two clamping screws on jaw. . 

7. Turn table 120 degrees 

8. Repeat items 3, 4, 5 and 6 

9. Turn table 120 degrees 

10. Repeat items 3, 4, 5 and 6 

11. Remove wrench to stand 

Total time for removing three jaws . . . 



Size of Machine, Inches 



Time in Minutes 



0.120 
0.035 
0.172 
0.050 
0.089 
0.210 
0.090 
0.521 
0.090 
0.521 
0.035 



1.93 



0.120 
0.040 
0.180 
0.055 
0.093 
0.220 
0.100 
0.548 
0.100 
0.548 
0.040 



2.C4 



0.120 
0.045 
0.190 
0.060 
0.100 
0.230 
0.120 
0.580 
0.120 
0.580 
0.045 



2.19 





Size of Machine 
Inches 


Details of operation 


60 


84 




Time in Minutes 


1 Obtain rule, measure diameter of piece 


0. 150 
0.055 
0.440 
0.070 
0.060 
0.120 
0.270 
0.160 
0.440 
1.560 
0.180 
3.120 
0.055 




2. Obtain chuck wrench from stand 




3 Loosen four clamping bolts on jaw 




4. Remove jaw from slot 




5 Reverse jaw 




7. Screw jaw in base to suit diameter of work 




8. Move jaw base to line 




9. Tighten four clamping bolts on jaw 




10. Repeat items 3, 4, 5, 6, 7, 8 and 9 




11 Turn table 180 degrees 




12 Repeat twice items 3, 4, 5, 6, 7, 8 and 9 




13 Remove wrench to tool stand 








Total time for reversing four jaws 


6.68 









— 104 — 

TABLE 9 

Move Jaws In or Out to Line 

Gisholt Boring Mills 

Jaws on Table at Beginning of Job 



Details of operation 



Size of Machine, Inches 




1 . Obtain rule, measure diameter of piece 

2. Obtain chuck wrench from tool stand . 

3. Loosen two clamping screws in jaw. 

4. Move jaw up to line 

5. Tighten two clamping screws on jaw. . 

6. Turn table 120 degrees 

7. Repeat items 3, 4 and 5 

8. Turn table 120 degrees 

9. Repeat items 3, 4 and 5 

10. Remove chuck wrench to tool stand . . 

Total time for moving three jaws .... 



Time in Minutes 



0.120 
0.035 
0.172 
0.080 
0.210 
0.090 
0.471 
0.090 
0.471 
0.035 



1.79 



0. 120 
0.040 
0.180 
0.093 
0.220 
0.100 
0.493 
0.100 
0.493 
0.040 



1.88 



0.120 
0.045 
0. 190 
0. 100 
0. 230 
0. 120 
0. 520 
0. 120 
0.520 
0.045 



2.01 





Size of Machine, 
Inches 


Details of operation 


60 


84 




Time in Minutes 


2. Obtain chuck wrench from tool stand 


0.150 
0.055 
0.440 
0.070 
0.270 
0.160 
0.440 
1.380 
0.180 
2.760 
0.055 




3. Loosen four clamping bolts in jaw 

4. Move jaw base back, edge flush with table 




5. Screw jaw in base to suit diameter of work 




6. Move jaw to line 




7. Tighten four clamping bolts in jaw 

8. Repeat items 3, 4, 5, 6 and 7 




9. Turn table 180 degrees 




10. Repeat twice items 3, 4, 5, 6 and 7 




11. Remove chuck wrench to tool stand 








Total time for moving four jaws 


5.96 





105 — 



CHAPTER IX 



LANDING WORK AND OPERATIONS PREPARATORY TO MACHINING 



LANDING a piece of work on the table of a boring mill 
-* entails the use of a traveling crane or other type of hoist, 
unless the piece weighs less than a hundred pounds and is 
neither unusually bulky nor difficult to handle, when it can 
be picked up by hand and placed in the machine. This ar- 
bitrary classification by weight of method for handling the 
work from the floor to the machine is naturally subject to con- 
siderable latitude, but it is highly improbable that a piece of 
work weighing over a hundred pounds will be regularly picked 
up by hand in any efficiently conducted shop. As a matter of 
fact, the division between hand and crane operation will much 
more frequently occur around the seventy-five-pound mark. 
Furthermore, in landing the work on the boring-mill table it 
is assumed that the work has already been brought to the 
particular machine and placed conveniently in its close prox- 
imity. In the case of pieces which can be handled by hand 
this means that the work should be placed at a point not more, 
on the average, than six feet from the boring mill. 

The averages of a comprehensive series of time studies 
made to ascertain the time required to pick up from the floor 
and to land a piece of work — the work not more than six feet 
from the machine and the weight of the piece varying from 
five to one hundred pounds — are given in Table 10. The 
operation consisted simply in the manual one of picking up 
the work with the hands and placing it upon the table of the 
boring machine. 

TABLE 10 

Land Piece from Floor to Chuck Jaws on Machine by Hand 

Gisholt Boring Mills 



Details of Operation 


WEIGHT IN POUNDS 


5 


10 


20 


30 


40 


50 


60 


70 


80 


90 


100 


1. Pick up piece (six 
feet away) and 
land in chuck 
jaws on boring 
mill table by hand 


0.10 


0.11 


0.127 


0.148 


0.173 


0.20 


0.23 


0.26 


0.29 


0.32 


0. 35 



— 106 — 

When the work piece has to be slung in order to hoist it 
with ease and safety there are a number of ways in which it 
can be done and a diversity of suitable slings. Among the 
most commonly used machine-shop slings is the endless rope 
or endless chain, and a large steel ring with two, three or four 




FIG. 44. LANDING THE WORK BY HOIST 



chains linked to it, each chain having at its free end a lifting 
hook. See Fig. 44. 

Another method is to use a rope sling, looping one end around 
the piece itself, passing the bight over the crane hook and 
looping the free end around the opposite side of the piece. 
The end of the sling is then passed between the two ropes 



— 107 — 

forming one leg of the bight and a bar passed through the 
loop in the end, after which the sling is made taut. The latter 
method is applicable only to light work. 

In all work that is to be handled by a crane the next piece 
which is to be placed in the machine should be handled before 
the crane is permitted to depart. If, on account of the con- 
ditions in the shop long waits are necessary before the crane is 
available, the time allowed for waiting for the crane should be 



TABLE 11 

Detail Time to Secure Chains About Work and Hoist 

Gisholt Boring Mills 





Weight in Pounds 


Details of Operation 


To 1.50 


Above 
500 


About 
1000 




Time in Minutes 


1 . Crane moved over work 


0.20 
0.56 
0.08 


0.20 
0.76 
0.11 


0.20 


2. Loop chains about work 


0.88 


3. Make chains taut 


0.13 






Total, securing chain to hoist 


0.84 


1.07 


1.21 









4. Hoist and land See Table 1L4 



5. Remove chains of sling about work 


0.19 


0.23 


0.26 






Total, removing chains after piece has been landed. 


0.19 


0.23 


0.26 



Tools required: One-inch rope sling; wooden bar, 2 x 4 x 43 inches. 



added as an item in the time allowed for removing the piece 
from the machine whether the man takes advantage of this 
allowance each time he removes the piece from the machine 
or not. 

The detailed operations involved in securing chain sling to 
land the work from the floor to the table of the boring mill by 
a power crane are listed in Table II, with the unit times for 
each elementary act, and in Table n^, the detail or unit times 
for the hoisting and landing operations are given for work 



— 108 — 

varying in weight from 90 to 1,250 pounds. In the latter table, 
values of the time required for the complete operation are also 
given. 

TABLE 11A 
Derail Time of Operation to Chuck Jaws on Hoist Piece from Floor and Land in Machine 

Gisholt Boring Mills 



Detail of Operations 



1. Secure chain to hoist 

(Table 11) 

2. Hoist (about four ft.) 

3. Travel to machine 

table (fifteen feet). 

4. Lower and land piece 

in jaws 

5. Removing chain after 

piece has been 
landed (Table 11). 

Total time to hoist 
and land 



Total for practical use 



WEIGHT IN POUNDS 



0.84 
0.10 

0.15 

0.11 

0.10 

1.39 



0.84 
0.10 



0.15 
0.110 



1.39 



0.84 
0.10 

0.15 

0.11 

0.19 



1.39 



0.84 
0.10 

0.151 

0.113 

0.19 



1.394 



1.07 
0.102 

0.155 

0.117 

0.23 



1.07 
0.103 

0.16 

0.12 

0.23 



1.07 
0.104 

0.165 

0.123 

0.23 



1.07 
0.107 



0.175 
0.13 



1.07 
0.11 

0.185 

0.136 



1.647 1.6S3 1.692 1.712 1.731 
1.70 



1.21 
0.117 



0.205 
0.153 



1000 



1.21 
0.135 

0.238 

0.175 

0.260 



1250 



1.21 
0.155 

0.270 

0.195 

0.26O 



1.945 2.018 2.090' 
2 00 



Tools required: 10-ton Shaw electric traveling crane, or crane of similar hoisting speed. 

The tables show the time required to loop the chain over the 
bar, and place the bar in position under the piece to be lifted, 
and also the time required for making the sling taut after 
hooking on the crane. 

For landing work, whether by hand or hoist, distinction is 
made in the tables according to the weight of the piece. Times 
for a piece as light as 90 pounds are shown for handling by 
hoist, and times for a piece as heavy as 100 pounds are given 
for handling by hand. On small machines most operators can 
handle pieces of 100 pounds by hand without over exertion. 
Where a great many pieces are to be worked upon it is probably 
advisable to count on handling by hand, for few operators will 
bother with a crane and the waits connected with it, but in 
ordinary cases 80 pounds in weight is about the maximum for 
handling by hand. In the tables in this article it is assumed 
that where a piece is handled by hand, the man walks about 6 
feet from the machine, picks up the piece, returns to the machine, 
lifts it a distance of ^]4 feet and lands it in the chuck jaws. 

In handling a piece by the crane, the piece is first slung by 
one of the approved methods and is then hoisted about 4 feet 
before being transferred to the machine. The table assumes 
a movement of 15 feet from the pile of pieces to the chuck 
jaws. In all cases of slinging the sling must be removed when 
the piece has been landed at its destination. 



— 109 — 

The work landed on the table of a boring mill, it is necessary 
to make the piece run true with reference to the circumference 
of the machine table, but this operation rarely has to be re- 
peated more than twice in repetitive manufacture unless very 
accurate setting of the piece is necessary. In general, the 
operation of truing the work may be divided into two classes: 
i. For single pieces; 2. For duplicate pieces. 

For duplicate pieces the operation necessary for single pieces 
must be performed for the first piece of the lot and, sometimes, 
for the first two pieces. After that the same chuck jaw or 
jaws should be opened each time for the removal of the piece, 
and those that are to be opened should be prominently marked. 
If this is done truing the piece of work becomes unnecessary, 
it is simply placing a piece in the chuck jaws and tightening the 
jaws that were previously opened. 

For single pieces the process of truing is as follows: The 
piece having been landed in the chuck jaws, the workman 
procures his chuck wrench, tightens the jaws upon the piece, 
and lays down the wrench. He then rapidly travels the head 
over to the edge of the piece and puts a finger in the tool post 
to facilitate testing the trueness of the piece. The time for 
this item is the time required to rapidly travel the head from 
its normal position at the end of the cross rail to the edge of 
a piece 66 per cent, of the diameter of the table. (This ap- 
proximation can be used for the ordinary run of work. If, 
however, a piece is being machined that is disproportionate 
to the size of the machine the time for rapid travel should be 
taken that relates to the particular operation.) The test finger 
being in place the table is started and the concentricity of the 
piece is tested and the table stopped. By adjusting the proper 
jaws, if the work does not run true, the piece is brought more 
nearly concentric with the table and its condition is again 
examined by starting the table and testing with the test finger. 
This operation is repeated until the piece runs true. Then all 
the jaws are tightened, the chuck wrench is removed to the tool 
stand and the test finger is taken from the tool post. 

Ordinarly the finger test for concentricity of work does not 
have to be repeated more than three times for work on boring 
mills up to the 42-inch size and not more than four times in the 
case of larger mills. These limits were employed in the com- 
pilation of the time table, Table 12, where the unit times 
allowed for the repetition of the finger tests are included in the 
totals for the various sizes of machines. The number of tests 
for which time is provided should be ample for a skilled work- 



— 110- 
man to true up the work. Table 12 itemizes the operations 
necessary to true up a casting or smooth forging that does not 
require very accurate setting, while Table 12A gives the time 
required to tighten the chuck jaws on the work and lists all 
elementary operations, with their allowed unit times, for so 
doing. 

TABLE 12 

Detail Time of Operation to Make Piece Run True in Chuck Jaws 
Gisholt Boring Mills 



Details of Operation 



Number of jaws tightened on 
piece after landing* 



1. Pick up wrench, tighten jaws 

on piece and lay wrench 
down (Table 124) 

2. Rapid travel head (to use 

head as rest to test true- 
ness) 

3. Put finger in post f 

4. Start table test for trueness 

(with chalk) and stop table 

5. Set piece true by adjusting 

jaws 

6. Repeat item 4 

7. Repeat item 5 

8. Repeat item 4 

9. Repeat item 5 

10. Repeat item 4 

11. Tighten all jaws tight and 

remove wrench to tray 
(Table 124) 

12. Remove finger from post 

13. Rapid travel head over to 

one side 



Total 



Size of Machine in Inches 



30 



0.44 



0.43 
0.22 

0.35 

0.22 
0.25 
0.22 
0.25 



0.31 
0.11 

0.43 



3.23 



36 



0.49 



0.38 
0.23 

0.39 

0.25 

0.28 
0.25 
0.28 



0.49 
0.12 

0.38 



3.54 



42 



0.54 



0.48 
0.24 

0.43 

0.28 
0.30 
0.28 
0.30 



0.55 
0.13 

0.48 



4.01 



60 



0.80 



0.40 
0.27 

0.45 

0.60 
0.45 
0.60 
0.45 
0.60 
0.45 



0.72 
0.16 

0.40 



6.35 



84 



Tools required: Chuck jaw wrench. 

* Number of jaws indicated are those that are tightened on the piece as soon as it has been ar- 
ranged in place. 

t Usually this indicating finger is a very small device consisting of a piece of wood with a nail 
driven into the end so that when the head of the boring mill is moved over this nail is in such a posi- 
tion that it can be used as an indicator to test the trueness of the piece. It is evident that anything 
that will present a sharp point to the work will do just as well. 



Obviously, there are many ways of holding the work securely 
on the tables of boring mills, the most common one being the 
use of three- or four-jawed chucks. Tables 12 and 12 A give 
detailed times for the operation of the type of chucks illus- 



— ni- 
trated in Figs. 42 and 43, Chapter VIII. In most cases the 
use of chuck jaws are limited to cylindrical pieces that will 
allow the jaws to get a grip. However, in a modern boring 
mill the chucks are usually of substantial design and are 

TABLE 12A 

Detail Time of Operation to Tighten Jaws on Work 
Gisholt Boring Mills 



Details of Operation 




Size of Machine in Inches 






30 


36 


42 


60 


84 


Number of jaws tightened on 
piece after landing 


1 

0.44 
0.31 


1 

0.49 
0.49 


2 

0.59 
0.55 


2 

0.80 
0.72 


9 


1. Pick up wrench, tighten jaws 

on piece and lay wrench 
down 

2. Tighten all jaws tight and re- 

move wrench to tray 




Total time for tightening 


0.75 


0.98 


1.14 


1.52 





Tools required: Chuck jaw wrench. 

convenient for a wide variety of work. On some of the older 
types of mills, on the other hand, the work must be held by 
straps, clamps and bolts. The heads of the bolts enter T- 
slots in the table. Furthermore, besides the clamps, it is 
necessary to set stops to prevent the work from moving, so that 
additional time is required to clamp the work securely in 
position. Even on the modern mills fitted with chucks certain 
pieces sometimes require straps or clamps and stops in addi- 
tion to the gripping action of the chuck jaws, for which addi- 
tional time must be provided. 



CHAPTER X 

SETTING TOOLS AND MANIPULATING BORING MILL TO START CUTS 

WHEN the preparatory operations of landing the work 
on the boring-mill table and the manipulation required 
to set the piece to run true and to secure it in the machine 
have been performed, then the tools have to be set and the 
machine manipulated before commencing the actual operation 
of removing metal. If several cuts have to be taken or if the 
machining of more than one surface is called for, the setting of 
tools and the manipulation of the machine may occur several 
times, also the removal of tools, with machining operations 
interspersed. In the actual performance of the complete 
machine operation the sequence of fundamental operations 
has to be strictly adhered to, but in presenting elementary time 
tables by which the rate for the various fundamental operations 
may be set, it is advisable to deviate considerably from the 
schedule of operations, particularly as all of the fundamental 
operations which may be performed on the machine need not 
be necessary for a particular piece of work, or the order in 
which the fundamental operations are performed may differ. 
Elementary time tables covering the rate at which tools should 
be set and removed and for the manipulation of the machine 
previous to starting cuts for Gisholt boring mills from 30 to 
84 inches in size will be presented collectively, for this reason, 
even though the removal of metal takes place between the 
fundamental operations of setting tools and manipulating the 
machine for the various cuts. 

The workman is assumed to be at the operating position 
at the end of the rail before beginning each operation and he 
procures both the tool and the tool post wrench from the tool 
stand at the same time. He inserts the tool for the first cut 
in the post, tightens the set screw and returns the wrench to the 
tool stand These are acts common to all tool setting operations, 
irrespective of the type of tool or the surface machined, are 
somewhat more complicated in the case of the finishing tools, 
or if the tool is placed in the left-hand head of the larger boring 
mills (42-, 60- or 84-inch) — the head to the left of the workman 



— 113 — 

as he stands in front and faces the machine — an additional 
time allowance should be made. Ordinarily the tools are used 
in the right-hand head and the operations of setting the tools 
in the left-hand head are identical, but the workman has to 
traverse a somewhat greater distance to place the tools in the 
left-hand head. In the case of finishing tools, more adjustment 
of tool is necessary than when setting a roughing tool. The 
detailed operations and unit times for the various acts in setting 
tools for the different sizes of mills are itemized in Tables 13, 
13-tf, lyb, 13-c, 13 A, 13A-C1, i^A-b and 13 J-c. 

TABLE 13 

Setting Tools in Tool Post and Tightening for Roughing Cut on Outside 
Diameter — Round-nose Tool in Right-hand Head 

Gisholt Boring Mills 



Details of Operation 


Size of Machine in Inches 




30 


36 


42 


60 


84 




Time in Minutes 


1. Obtain tool and wrench from 
stand 


0.060 
0.040 
0. 140* 
0.035 


0.060 
0.042 
0.210f 
0.040 


0.065 
0.045 
0.210f 
0.045 


0.080 
0.055 
0.210f 
0.055 


0.090 


2. Put tool in post 


0.060 


4. Remove wrench to stand . . . 


0.210f 
0.070 


Total time to set tool 


0.28 


0.35 


0.37 


0.40 


0.43 



Tools required: Open end wrench. 

Normal position of man: At end of cross rail. 

* Two sets screws to tighten, 
t Three set screws to tighten. 

TABLE 13-a 

Setting Tools in Tool Post and Tightening for Roughing Cut on Face- 
Round-nose Tool in Right-hand Head 

Gisholt Boring Mills 



Details of Operation 



30 



Size of Machine in Inches 



36 



42 



60 



84 



Total time to set tool. 



Time in Minutes 



0.28 0.28 



0.30 



0.38 0.36 



Note: The operations in setting a roughing tool for a facing cut are the same as those in setting 
it for a cut on an outside diameter, as given in Table 13, with the exception that only two set screws 
are tightened in the tool post. 



— 114 — 

TABLE 13-& 

Setting Tool in Tool Post and Tightening for Roughing Cut on Outside 
Diameter — Round-nose Tool in Left-hand Head 

Gisholt Boring Mills 



Size of Machine in Inches 



42 



60 



84 





Time in Minutes 


1. Time for setting tools as in Table 13 


0.365 
0.096 


0.400 
0.110 


0.430 


2. Additional time required to walk to left of machine 
and return. 


0.160 






Total time required to set tool 


0.46 


0.51 


0.59 



Tools required: Open end wrench. 

Normal position of man: At end of cross rail. 

TABLE 13-c 

Setting Tools in Tool Post and Tightening for Roughing Cut on Face — 

in Left-hand Head 

Gisholt Boring Mills 



Size of Machine in Inches 



42 



60 



84 





Time in Minutes 


1. Time for setting tool as in Table 13-a 

2. Additional time required to walk to left side of 

machine and return 


0.295 
0.096 


0.330 
0.110 


0.360 
0.160 






Total time for setting tool 


0.39 


0.44 


0.52 



Note: The operations for setting tools in the left-hand head of the various machines are the 
same as for setting them in the right-hand head. The workman, however, has a longer distance to 
walk from the tool stand to the head and return, necessitating an additional time allowance. 

If roughing tools are used in both the right-hand and left- 
hand heads no time, as a rule, should be allowed for the setting 
of the second roughing tool when preparing the instruction card. 
This second tool should be placed in the tool post after the ma- 
chine has been started and after the first tool is actually engaged 
in removing metal. An exception to this practice may be 
permitted if considerations of safety require the workman to 



— 115 — 

stop the machine while he is performing the operation "put 
tool in post and tighten set screw." In this event time should 
be allowed for stopping and starting the machine, but none for 
procuring the wrench and tool nor for removing the wrench 
to the stand after the second tool is set in place. 

TABLE 13A 

Setting Tools in Tool Post and Tightening for Finishing Cut on Outside 
Diameter — Square Nose Tool in Right-hand Head 

Gisholt Boring Mills 



Details of Operation 



1. Obtain tool and wrench from stand . 

2. Put tool in post with cutting edge 

against work 

3. Tighten lightly %-in. set screws .... 

4. Set head back for clearance 

5. Start table, test tool for bearing and 

stop table 

6. Adjust tool to bearing. 

7. Start table, test tool for bearing and 

stop table 

8. Tighten firmly %-in. set screws 

9. Remove wrench to tray 

Total time to set tool 



Size of Machine in Inches 



36 



42 



60 



84 



Time in Minutes 



0.060 

0.140 
0. 140* 
0.040 

0.190 
0.170 

0.190 
0. 140* 
0.035 



1.11 



0.060 

0.150 

0.210t 

0.040 

0.190 
0.170 

0.190 
0.210 
0.040 



1.26 



0.065 

0.160 

0.210f 

0.040 

0.190 
0.180 

0.190 
0.210 
0.045 



1.29 



0.080 

0.190 

0.210f 

0.050 

0.200 
0.190 

0.200 
0.210 
0.055 



0.090 

0.230 

0.210| 

0.070 

0.210 
0.200 

0.210 
0.210 
0.070 



1.39 ! 1.50 



* Two set screws to tighten, 
t Three set screws to tighten. 



TABLE 13 A-a 

Setting Tools in Tool Post and Tightening for Finishing Cut on Face 
—Square Nose Tool in Right-hand Head 



Gisholt Boring Mills 





Size of Machine in Inches 




30 


36 


42 


60 


84 




Time in Minutes 


Total time to set tool 


1.11 1 1.12 1 1.15 


1.25 


1.36 













Note: The operations in setting a finishing tool for a facing cut are the same as those in setting 
it for a cut on an outside diameter, as given in Table 13A, with the exception that only two set 
screws are tightened. 



— 116 — 

TABLE ISA-b 

Setting Tool in Tool Post and Tightening for Finishing Cut on Outside 
Diameter — Square Nose Finishing Tool in Left-hand Head 

Gisholt Boring Mills 





Size of Machine in 
Inches 




42 


60 


84 




Time in Minutes 


1. Time for setting tool as in Table 13.4 


1.290 
0.096 


1.385 
0.110 


1.500 


:2. Additional time required to walk to left side of ma- 
chine and return 


1.160 








1.39 


1.50 


1.66 







TABLE 13.4-c 

Setting Tool in Tool Post and Tightening for Finishing Cut on Face- 
Left-hand Head 

Gisholt Boring Mills 



Size of Machine in 
Inches 



42 



60 



84 



1. Time for setting tool as in Table 13.4 -a. . 

2. Additional time required to walk to left side of ma- 

chine and return 

Total time for setting tool 



Time in Minutes 



1.150 
0.096 



1.25 



1.245 
0.110 



1.36 



1.360 
0.160 



1.52 



The operation item "obtain tool and wrench from stand" 
may be combined in the instruction card with the final element 
of the operation of squaring and levelling work, as the workman 
removes his tools for that operation to the tool stand. In such 
event the time allowed on the instruction card for the final 
clement of squaring and levelling, and for the unusual element 
for squaring the tool should be one half the sum of the times 
for these two operation items as given on the tables of the 



— 117 — 

respective operations. However, unless parts are made in 
large quantities, the saving in time by eliminating a few ele- 
ments from the fundamental operations is not good practice. 
Rather than eliminate such elements, it would be better to 
build up fundamental operation tables for the more special 
conditions, provided, of course, there was sufficient call for 
such tables. It depends upon whether the special tables would 
be used sufficiently often to warrant their compilation. 

When setting square nose finishing tools the tool is placed in 
the tool post with its cutting edge against the work and two 
of the tool post screws are tightened lightly against it The 
tool is then ratcheted back about -gV inch to provide clearance 
and the machine is started to test the bearing of the tool on the 





FIG. 45. TOOL FOR ROUGHING 

CUT ON OUTSIDE DIAMETERS 



c> c? 



C>gD€> 



FIG. 46. — TOOL SET FOR ROUGH 
FACING CUT 



work. If it is not set properly, it is adjusted by tapping it 
lightly while the machine is running, or by stopping the table 
and making a still greater adjustment If the table has been 
stopped, it is then re-started and the tool again tested for 
bearing. If it is now found to be square with the work the 
tool-post set screws are screwed up and the wrench is removed 
to the tool stand. This testing and adjusting should be re- 
peated as often as may be necessary until the tool is set square 
with the work. In the following tables, however, allowance 
has been made for only one adjustment, for this should be 
ample for a skilled workman. 

If square nose finishing tools are used in both heads at the 
same time — although this practice is not to be recommended — 
the time alloM-ed should be the total times given in Tables 
13^ and 13J-C or \^Aa and l^A-b, inasmuch as the tool 



— 118 — 

cannot be set square and the various adjustments made with 
the table in motion. 

The operations of setting square nose tools may be com- 
bined with the final element of the previous operation, as 
has been explained above for round nose roughing tools. If 
this is done the necessary deduction should be made from the 
tabulated time to cover the saving made by combining the 
several elements of the two operations. 

On completion of the first cut, roughing cut, the round-nose 
tool (Fig. 45) has to be removed from the tool post and replaced, 
with the wrench, on the tool stand. A similar operation should 
be performed on the completion of any other cut. The removal 
of the tool requires first the loosening of the holding screw, 
the removal of the tool from the post and the placing of the 
tool and wrench on the tool stand. Elementary time tables 
covering these operations for roughing and finishing tools in 
either hand head, giving the operation details and unit times, 
are given as Tables 14, 14-tf, 14^ and i^d-a. 
. The tables relating to the operation of removing the tool from 
the tool post assume that the workman has stopped the machine 





FIG. 47. — TOOL FOR FINISHING 
CUT ON OUTSIDE DIAMETERS 



FIG. 48. FINISHING TOOL SET 

FOR FACING CUTS 



from his operating position at the end of the cross rail. He 
obtains a wrench from the tool stand, loosens the tool-post 
set screws and removes both wrench and tool to the stand. 

Ordinarily tools are used in the right-hand head only of double 
head machines. If, however, the left-hand head is not used the 
workman will have to traverse a greater distance between the 
tool stand and the head. This additional travel taken into 
account in Tables 14-fl and 14^-fl and these tables should be 
used in preparing an instruction card to cover this situation. 



— 119 — 

If tools are used in both heads, the time allowed on the 
card should be the same as the times allowed in Tables 14 or 
14^, and 14-tf or i^4-a, if the workman is to remove the two 
tools separately to the stand. If, however, he is to remove 
the tool from one head and carry it and the wrench to the 
other head, remove the second tool and then transfer both 
tools to the tool stand at the same tme, strictly speaking, a 
deduction should be made of items 1 and 3 of Table 14, inas- 
much as these items will appear but once. In practice the time 
expending in making these deductions does not usually warrant 
taking them into account. If there is much use for such funda- 
mental tables they should be made up. A detailed instruction 
card covering this operation for a 42-inch mill will be as follows: 

Time 
in Minutes 

1. Obtain wrench from stand (Item 1, Table 14) 0.060 

2. Loosen (3) ^4-inch set screws, right-hand head (Item 2, Table 14). . 0. 150 

3. Move to left-hand head (V 2 of Item 2, Table 14A) 0.048 

4. Loosen (3) %-inch set screws, left-hand head (Item 2, Table 14) .... 0. 150 

5. Return tools and wrench to stand {}/% Item 2, Table 14A, plus Item 3, 

Table 14) 0.098 



Total time for removing both tools 0. 506 

An exception to the rule for allowing additional time for the 
removal of the second tool is made in those cases where the two 
tools are so far apart in their cuts that there is ample time to 
remove the first tool before the second one has finished its cut. 
In this event the workman will move the head back from the 
work while the machine is in motion as soon as the first tool 
reaches the end of its cut and removes that tool. No allowance 
need be made for this operation. 

Table 14 

Loosen and Remove Square and Round Nose Tools Set for Cuts on Out- 
side Diameters — Right-hand Head 

Gisholt Boring Mills 



Details of Operation 


Size of Machine in Inches 


30 


36 42 60 

i 


84 




Time in Minutes 


1. Obtain wrench from stand 


0.050 

0.100* 

0.040 


0.050 
0. 150t 
0.045 


0.060 
0. 150f 
0.050 


0.070 

0.150t 

0.060 


0.080 


2 Loosen j^-in. set screws. . 


0.150f 


3. Remove tool and wrench to stand.. . 


0.080 


Total time to remove tool 


0.19 


0.25 • 


0.26 


0.28 


0.31 













* Two set screws to loosen. 



t Three set screws to loosen. 



— 120 — 

Table 14-a 

Loosen and Remove Square and Round Nose Tools Set for Cuts on Out- 
side Diameters — Left-hand Head 

Gisholt Boring Mills 





Size of Machine in 
Inches 




42 


60 


84 




Time in Minutes 


1. Time for removing tool as in Table 14 

2. Additional time required to walk to left of machine 


0.260 
0.096 


0.280 
0.110 


0.310 
0.160 








0.36 


0.39 


0.47 









TABLE 14,4. 

Loosen and Remove square and Round Nose Tools Set for Cuts on 
Face — Right-hand Head 

Gisholt Boring Mills 





Size of Machine in Inches 




30 


36 


42 


60 


84 




Time in Minutes 


Total time to remove tool 


0.19 


0.20 


0.21 


0.23 j 0.26 



Note: The operations for removing tools set for a cut on face, from the tool post are the same as 
for a tool set for a cut on an outside diameter, excepting that there are but two set screws to loosen. 



TABLE 14A-o 

Loosen and Remove Square and Round Nose Tools Set for Cuts on 
Face — Left-hand Head 

Gisholt Boring Mills 





Size of Machine in 
Inches 




42 


60 


84 




Time in Minutes 


1. Time for removing; tools as in Table 14A 

2. Additional time required to walk to left side of ma- 

chine and return 


0.210 
0.096 


0.230 
0.110 


0.260 
0.160 








0.31 


0.34 


0.42 











Note: The operations for removing tools from the left-hand head of the various machines-are 
the same as for removing them from the right-hand head. The workman, however, has a longer 
distance to walk from the tool stand to the head and return, necessitating an additional time allow- 
ance. 



— 121 — 

Though the foregoing operations cover the actual setting 
of the tool in the tool post, considerable manipulation of the 
boring mill is required before the tool can be set for depth of 
cut or the act of machining actually started. For instance, the 
motor of the machine has to be started or stopped, also the 
boring-mill table, possibly the speed or the feed gears have to 
be changed and in all cases the turret head has to be locked or 
unlocked. These fundamental operations with the time re- 
quired for each are listed in Table 15, including the time for the 
incidental elementary acts. The turret heads also have to 




FIG. 49.— GISHOLT BORING MILL 



be manipulated prior to the starting of a cut. For boring mills 
of the 30-, 36- and 42-inch types, the turret heads have to be 
loosened, revolved and tightened — unit times for which acts 
are given in Table 15^, and also the total time required for 
revolving the turret heads for the three types of boring mills. 
The ram head of 30-inch mills are moved by hand levers — see 
Table 15^-tf — but the ram heads of larger types of boring 
mills are moved by power through the manipulation of certain 
levers) — see Table i$d-b and Fig. 49. 



— 122 — 

TABLE 16 
Machine Manipulation 
Gisholt Boring Mills 



Details of Operation 



Start Motor— 

1. Walk to motor 

2. Start motor by controller 

Total time for starting motor 

Stop Motor — 

1. Walk to controller 

2. Stop motor by controller 

Total time for stopping motor. 

Start Table— 

1. Start table 

Stop Table— 

1. Stop table 

Change Speed Gears — 

1. Walk to speed change levers. . . 

2. Change speed 

3. Return to operating position. . . 

Total time to change speed 

Change Feed Gears — 

1. Walk to feed box 

2. Change position of feed box*. . 

3. Return to operating position. . 

Total time to change feed ...'.. 



Size of Machine in 
Inches 



42 



60 



84 



Time in Minutes 



0.050 
0.060 



0.11 



0.050 
0.030 



0.08 
0.04 
0.04 



0.050 
0.100 
0.030 



0.060 
0.060 



0.12 



0.060 
0.030 



0.09 



0.04 



0.04 



0.060 
0.130 
0.030 



0.18 



0.050 
0.070 
0.030 



0.15 



0.22 



0.060 
0.070 
0.030 



0.16 



0.070 
0.060 



0.13 



0.070 
0.030 



0.10 



0.04 



0.04 



0.070 
0.130 
0.030 



0.23 



0.070 
0.070 
0.030 



0.17 



Locking and Unlocking 
Head 



1. Tighten set screws to lock head 
against vertical movement 

2. Loosen set screws to unlock head . . . 



Size of Machine in Inches 



30 



0.110 
0.110 



36 



0.110 
0.110 



42 



0.110 
0.110 



60 



0.120 
0.120 



0.140 
0.140 



* If both feed levers are to be manipulated, 0.04 minute should be added to the totals for each 
manipulation of lever L. 



— 123 — 

TABLE 15A 

Manipulate Turret Head — Loosen, Revolve Turret and Tighten 
Gisholt Boring Mills 



Details of Operation 



1 . Loosen clamping lever 

2. Hold down locking lever 

3. Revolve turret 

4. Release locking lever 

5. Raise locking pin lever 

6. Revolve and set turret 

7. Clamp locking pin lever 

8. Tighten clamping lever 

Total time for revolving turret 



Size of Machine in 
Inches 



30 



36 



42 



Time in Minutes 



0.03 



0.09 



0.03 



0.09 



0.10 



TABLE IbA-a 

Manipulate Levers to Travel Ram Head by Hand for 30-inch Machine 

Gisholt Bo'ring Mills 



1 . Procure wrench from tool stand 

2. Place crank on screw 

3. Crank head in or out, column B below. 

4. Remove crank from screw 



Total handling time . 




Note: A + B = C, 
the desired dis- 
tance that the ram 
head is to be 
moved. 

(See Col. A below)* 



Distance 




Time 


Total 

Horizontal 

Travel and 

Handling 

Time 


Time 


Vertical 


of 


Handling 


for 


for 


Travel and 


Travel in 


Time 


Horizontal 


Vertical 


Handling 


Inches 




Travel 


Travel 


Time 




A 


B 


C 






1 


0.110 


0.090 


0.200 


0.040 


0.150 


2 


0.110 


0.105 


0.215 


0.045 


0.155 


3 


0.110 


0.130 


0.240 


0.050 


0.150 


4 


0.110 


0.165 


0.275 


0.060 


0.170 


5 


0.110 


0.200 


0.310 


0.065 


0.175 


6 


0.110 


0.250 


0.360 


0.075 


0.185 


8 


0.110 


0.340 


0.450 


0.095 


0.205 


10 


0.110 


0.440 


0.550 


0.115 


0.225 


12 


0.110 


0.545 


0.655 


0.135 


0.245 


15 


0.110 


0.700 


0.810 


0.170 


0.280 



* Refer to crank C in illustration of machine with operating levers indicated. 

Note: If the direction of the travel is changed from horizontal to vertical or vice versa, 0.040 
minute should be added to the above totals to cover the changing of crank from one screw to the 
other. 



— 124 — 

TABLE 15A-6 

Manipulate Levers to Rapid Travel Ram! Head by Power 
Gisholt Boring Mills 



1 . Grasp handle F, engage clutch .... 

2. Start rapid travel handle E 

3. Engage trip lever 

4. Rapid travel, see column B below. 

5. Stop travel, throw out three levers. 

Total manipulation time 




Note: A + B = C, 
the desired dis- 
tance the ram 
head is to be 
moved. 

(See column A below) 



36-Inch Machine 


42-Inch Machkie 




A 


B 


C 




A 


B 


C 


Distance 




Travel 




Distance 




Travel 




of 


Manip- 


Time 


Total 


of 


Manip- 


Time 


Total 


Travel 


ulating 


Hori- 


Rapid 


Travel 


ulating 


Hori- 


Rapid 


in 


Time 


zontal 


Travel 


m 


Time 


zontal 


Travel 


Miles 




or 
Vertical 


Time 


Miles 




or 

Vertical 


Time 


1 


0.060 


0.031 


0.091 


1 


0.060 


0.018 


0.078 


2 


0.060 


0.062 


0.122 


2 


0.060 


0.037 


0.097 


3 


0.060 


0.093 


0.153 


3 


0.060 


0.055 


0.115 


4 


0.060 


0.124 


0.184 


4 


0.060 


0.073 


0.133 


5 


0.060 


0.155 


0.215 


5 


0.060 


0.092 


0.152 


6 


0.060 


0.186 


0.246 


6 


0.060 


0.110 


0.170 


8 


0.060 


0.248 


0.308 


8 


0.060 


0.147 


0.207 


10 


0.060 


0.310 


0.370 


10 


0.060 


0.183 


0.243 


12 


0.060 


0.372 


0.432 


12 


0.060 


0.220 


0.280 


16 


0.060 


0.496 


0.556 


16 


0.060 


0.293 


0.353 










20 


0.060 


0.367 


0.427 




60-Inch 


Machine 






84-Inch 


Machine 






A 


B 


C 




a' 


B 


C 


Distance 




Travel 




Distance 




Travel 




of 


Manip- 


Time 


Total 


of 


Manip- 


Time 


Total 


Travel 


ulating 


Hori- 


Rapid 


Travel 


ulating 


Hori- 


Rapid 


m 


Time 


zontal 


Travel 


m 


Time 


zontal 


Travel 


Miles 




or 

Vertical 


Time 


Miles 




or 
Vertical 


Time 


3 


0.060 


0.050 


0.110 


3 


0.060 


0.050 


0.110 


4 


0.060 


0.066 


0.126 


4 


0.060 


0.060 


0.126 


5 


0.060 


0.083 


0.143 


5 


0.060 


0.083 


0.143 


6 


0.060 


0.100 


0.160 


6 


0.060 


0.100 


0.160 


8 


0.060 


0.133 


0.193 


8 


0.060 


0.133 


0.193 


10 


0.060 


0.167 


0.227 


10 


0.060 


0.167 


0.227 


12 


0.060 


0.200 


0.260 


12 


0.060 


0.200 


0.260 


16 


0.060 


0.267 


0.327 


16 


0.060 


0.267 


0.327 


20 


0.060 


0.333 


0.393 


20 


0.060 


0.333 


0.393 


24 


0.060 


0.400 


0.460 


24 


0.060 


0.400 


0.460 










32 


0.060 


0.534 


0.594 










40 


0.060 


0.666 


0.726 



If direction of travel is changed, 0.014 minute should be added to the above travel times. 

Example: If on a 36-inch machine the head is to be moved 12 inches horizontally and 6 inches 
vertically, the time for horizontal travel would be 0.432 minute, and for the vertical trarel 0.106 
plus 0.014 equals 0.120 minute. 



— 125 — 

Various combinations of feeds, speeds, etc., are obtained bv 
manipulation of the levers shown in Fig. 49. These are for 
the operating tests at either end of the cross rail which are 
the normal positions for the workman in the following tabulation : 

The functions of the several levers are as follows: 

A. This lever controls the raising and lowering the cross 
rail, Fig. 49. It is used in connection with lever I. 

E.E. These levers are used to engage the feed for either the 
vertical or horizontal heads. They are also used for reversing 
and stopping the feeds. 

F. This lever controls the table speeds through sliding gears 
on the headstock. The three positions of the lever make 
available three speeds. The forward position gives the medium 
table speed; the middle position gives the fast speed; the back 
position gives the slow speed. 

G. This lever controls the table movement. After the motor 
has been started the table may be started, stopped or moved a 
fractional part of a revolution by manipulating this lever. 

K.L. These are the feed-change handles. There are five 
positions for lever K, while lever L, which operates the back 
gears has only two positions. 

H.H. These are the rapid traverse levers for controlling all 
movements of the head. Manipulating either one automatic- 
ally disengaged all feeds and moves the heads rapidly in the 
desired direction. Releasing the levers stops the rapid travel 
and causes the feed to resume operating. These levers are not 
found on the 30- or 36-inch machines. 

C.C. These are the hand cranks for moving the heads when 
it is not desirable or necessary to use the rapid travel machine. 
They supply the only means of moving the heads on the 30- 
and 36-inch machines. 

B.D. These refer to the vertical and horizontal feed-trip 
dials on either end of the rail. They automatically disengage 
the feed at any predetermined point and at the end of the 
rail or of the down-slide traverse. 

M. This refers to the micrometer index dials on both feed 
screws. 

Continual use will be made of items "starting table," "locking 
and unlocking head" in compiling the tables of "manipulating 
machines to set tool for depth and start cut." On the other 
hand, "starting and stopping motor" and "change speed and 
feed gears" are not put in such use in the combined tables. 

The driving motor of the machine can be started and allowed 
to run continuously while the machine is in use, although 



— 126 — 

it is advisable to stop it when handling and removing the work. 
As this time of starting and stopping will only be required once 
or twice for a piece it should be taken care of in the preparation 
allowances. The changing of speed and feed gears can be done 
during the machining time, so no account need be taken of the 
time required for these movements. 

It is customary — at least on any finish cut — to caliper, gage 
or measure cut diameters, or other dimensions, preparatory 
to commencing the actual removal of metal (the working cut). 
This necessitates short trial cuts to provide gaging surfaces, the 
time to take which, for convenience, is allowed and provided 
for in the machining time. That is, if a cut of a certain length 
has to be made a suitable trial cut or series of trial cuts for 
measuring purposes are considered as additional to the necessary 
working cut and the machining time should be calculated to 
include the time consumed for the trial cuts. The actual 
calipering, or gaging, may be performed by different methods 
and by numerous instruments, but typical of calipering time 
requirements are those for setting and trying of the ordinary 
hand and beam calipers given in Tables 16 and 16-a. These 
tables are based on the assumption that when a caliper trial is 
made, the calipers are carried to the machine during the machin- 
ing process and held in the hand while the machine is running, 
so no time is allowed to take the calipers to or from the boring 
mill. 

TABLE 16 

Setting Calipers to Scale 

Gisholt Boring Mills 





Dimensions Calipers Are Set To, in Inches 


Details of Operation 


5 


10 


15 


20 


25 


30 


36 


40 


45 




Time in Minutes 


1. Pick up and take calipers 12 feet. 












0.10 
0.44 

0.10 


0.10 
0.52 

0.10 


0.10 
0.64 

0.10 


10 


2. Set calipers by steel scale 

3. Return calipers to stand 12 feet 

away 


0.23 


0.24 


0.27 


0.32 


0.37 


0.72 
10 
















Total time to set calipers 


0.23 


0.24 


0.27 


0.32 


0.37 


0.64 


0.72 


0.84 


0.92 



Note: Up to 15 inches the calipers and scale are held in the hands; above 15 inches and up to 
25 inches the scale is laid flat on the stand or machine table: up to 25 inches hand calipers are used. 
Above 25 inches beam calipers are used and it is supposed that a platen of some kind is at hand 
within 12 feet, where a scale of sufficient length can be laid flat to set the beam calipers for dimensions 
greater than 25 inches. 



- 127 — 

TABLE 16-a 

Try Calipers on Work 

Gisholt Boring Mills 

Operation: Try calipers on work in a horizontal position. 
Tools: Calipers. 



Dimensions Calipers Are Set To, in Inches 



Details of Operation 



10 



15 



20 



25 



30 



35 



40 



.45 



Time in Minutes 



1. Trying calipers on roughing cuts. 
Total time 

2. Trying calipers on finishing cuts: 
Total time 



0.19 



0.19 



0.19 0.19 



0.20 
0.21 



0.21 
0.22 



0.22 
0.25 



0.23 
0.28 



0.25 



0.28 



0.32|0.36 



0.32 
0.41 



Tools: Hand calipers up to 25 inches, beam calipers for larger dimensions and 
graduated scale. 

In trying (calipering) diameters of cuts it is assumed that the 
workman takes the calipers to the machine, stops the mill and 
then, with the calipers on the cut, tries setting the cut deeper 
or shallower or allowing it to remain as it is, as may be required. 
The width of the trial cut for 30- and 36-inch mills is taken as 
yi inch; for 42-inch machines, %q inch; for 60-inch boring mills, 
% inch, and for mills of the 84-inch type, 14. inch. 

In practice, such width of surface is turned on the work, the 
machine is stopped and the work calipered. The necessary ad- 
justment of the tool is made to obtain the right dimension 
and the work is again turned and calipered. With roughing 
tools on machines of the 36-inch size, two such trials are usually 
sufficient to catch the correct diameter; on larger machines 
three trials are usually enough. With finishing tools two trials 
are considered sufficient for all sizes of machines. These num- 
bers of trials are the basis on which the tables have been 
prepared. 

The time required for starting a cut on any piece of work 
depends upon several factors, among them being the diameter 
of the piece, the shape of the piece, the size and shape of the 
tool, the nature of the material and quality (hardness or dif- 
ficulty in cutting) of the material. These factors are accounted 
for by considering that the length of run of the tool, that is, 
the distance that the tool must traverse across the piece that is 
being machined, is somewhat longer than the actual length of 
the piece. This addition to the length of run ranges from 



— 128 — 

yi to y-i inch and depends upon circumstances and the allow- 
ances for different conditions. 

There are, however, certain other elements connected with 
the setting and starting of cuts for which definite time allowance 
are made and which are used in compiling the elementary time 
tables. These are starting and stopping the boring-mill table, 
the rapid travel of the ram head and the periodic calipering — 
the latter, similar to the calipering previously discussed. The 
sequence of the elements and the allowances that are made for 
them either in time or length of run are given in Tables 17 
to ijK. 

TABLE 17 

Manipulate Machine to Set Round -nose Roughing Tools for Depth, 
and Start First Cut on Outside Diameter 

Gisholt Boring Mills 



Details of Operation 



Size of Machine in Inches 



30 



36 



42 



60 



84 



10. 
11. 
12. 
13. 

14. 
15. 
L6. 

17. 

IS. 
19. 



Rapid travel head over from end of 

rail (from normal position) .... 

Rapid travel head down 

Start table 

Set tool into work 

ROUGH TURN for calipering (stop 

machine) 

Caliper * 

Start t bl 

Reset tool into work 

ROUGH TURN for calipering (stop 

machine) 

Caliper* 

Start table. 

Reset tool into work or out 

ROUGH TURN for calipering (stop 

machine) 

Caliper cut 

Start table 

Mesh feed gears 

ROUGH TURN 

Rapid travel head up 

Rapid travel head back to end of 

rail normal 



Total time to set and start first cut on 
outside diameter 



Time in Minutes 



0.31 
0.17 
0.04 
0.18 



0.21 
0.04 
0.17 



0.21 



0.04 
0.08 



0.185 
0.31 



1.94 



0.246 
0.215 
0.04 
0.19 



0.22 
0.04 
0.175 



0.22 



0.04 



0.30S 
0.246 



1.94 



0.207 
0.170 
0.94 
0.21 

t 
0.23 
0.04 
0.18 

t 
0.23 
0.04 
0.18 

t 
0.23 
0.04 



0.243 
0.207 



2.25 



0.227 
0.193 
0.04 
0.26 

{ 
0.28 
0.04 
0.20 

% 
0.28 
0.04 
0.20 

t 
0.28 
0.04 



0.293 
0.227 



2.60 



0.29J 
0.26 
0.04 
0.35 

ir 

0.42 
0.04 
0.25 

If 
0.42 
0.94 
0.25 

If 
0.42 
0.04 



0.393 
0.293 



3.50 



* Length of run. H inch. 

t Length of run, %, inch. 

X Length of run, ?| inch. 

If Length of run, }■■> inch. 

Note B: The time for setting tools for depth, for all first cuts, includes the time to move the ram 
from the normal position at the end of the rail and when the cut has been completed, to move it 
back again. When there are additional cuts to be made, the time for these includes the time to 
move the ram from the point of the finish of the first cut to the position of the second, and when 
it is completed, move it back to where the cut was started. 



— 129 — 

TABLE 17-a 

Set and Tighten Tool in Tool Post, Manipulate Machine to Set Round- 
nose Rouohing Tool for Depth and Start First Cut on Out- 
side Diameter and Loosen and Remove Tool — 
Right-hand Head 

CiisHOLT Boring Mills 

Size of Machine in Inches 



Details of Operation 


30 


36 


42 60 


84 




Time in Minutes 


1. Set and tighten tool in tool post, 
Table 13 


0.28 
1.94 
0. 19 
2.40 


0.35 
1.94 
0.25 


0.37 0.40 


0.43 


2. Set tool for depth and start first cut 

on outside diameter, Table 17. . . . 

3. Loosen and remove tool from tool 

post, Table 14 


2.25 
0.26 


2.60 
0.28 


3.50 
0.31 






Total time 


2.50 


2.90 


3.30 


4.20 







Refer to Note B under Table 17. 



TABLE 17-6 

Set and Tighten Tool in Tool Post, Manipulate Machine to Set Round- 
nose Roughing Tool for Depth and Start First Cut on Out- 
side Diameter and Loosen and Remove Tool — 
Left-hand Head 

Gisholt Boring Mills 





Size of Machine 
in Inches 


Details of Operation 


42 60 84 




Time in Minutes 


1. Set and tighten tool in tool post, Table 13-6 

2. Set tool fo • depth and start first cut on outside diame- 

ter, Table 17 


0.46 

2.25 
0.36 


0.51 

2.60 
0.39 


0.59. 
3.50 


3. Loosen and remove tool from tool post, Table 14-a .... 


0.47 


Total time 


3.10 a. so 


4 60 











Refer to Note B under Table 17. 



In compiling the tables it was discovered that certain items 
on large diameters ran smaller than the same items on smaller 
diameters. To counterbalance this seeming discrepancy there 
were other items that acted in the opposite direction. In con— 



— 130 — 

sequence there was very little difference between the total 
times for similar classes of work of large diameter and of smaller 
dimension. In fact, the percentage of the difference in times 
was so slight that no account need be taken of the variations. 
In consequence, two-thirds of the diameter of the boring-mill 
table has been chosen as the dimension of the work upon which 
to base the machine manipulation time tables in which the 
dimension of the work is a factor in the time required for the 
operation. This arbitrary selection of work diameter conforms 
to that of the usual run of work placed on the various sizes of 
boring-mill tables. 

Throughout the tables no time has been allowed for stopping 
the machine. This time is included in the time after rough 
turning a space necessary for calipering, inasmuch as the tool 
continues to remove metal until the machine is stopped. Neither 
has any time been allowed for disengaging the feed and running 
the tool back as a separate operation after calipering. This 
item is included in the item "reset tool into work." When the 
proper diameter has been caught the feed is engaged and the 
machine operation proper begins. 

It will be noted that the tables for " setting tools for depth 
to start cut" are made up in several forms, that is for the first 
cut and then for additional cuts. In the table for the first cut 
all the time that is required to bring the head over from the 
normal position, that is, from the end of the rail, and run it 
back after the cut has been made is taken care of. Also, in 
some of the first cut tables are included, in addition, unit 
times for setting the tools and tightening the tool post and the 
removal of the tool after the cut. These records make very 
useful tables, as such fundamental operations are quite general. 
In the tables for the additional cuts, time is allowed for the 
movement of the head to bring the tool into position to start 
the next cut. After this cut has been made an allowance is 
also made to bring the head back where it was when the cut 
was started. Tables split up in this manner are of great as- 
sistance in simplifying the writing of instruction cards. This 
matter will be referred to again in the description of how to 
use the tables in writing instruction cards and in predetermin- 
ing the proper time to do a piece of work. 

It is obvious that if a single cut is made the time for the first 
cut would be allowed for in the tables for the first cut, and 
if there are more than one cut the time for the cuts following 
the first will be found in the tables for additional cuts. The 
additional cut tables are usually made up in two forms: the 



— 131 — 

first form is where the operation for the additional cuts differs 
from the setting and starting of the first only in the movement 
of the head, as the distance of travel is only over to the place 
where the additional cut or cuts are to be started. In the 
second form the time for the additional cut is practically an 
allowance to move the head over to the new position to start a 
cut where no change is to be made in the dimension of the 
piece. 

TABLE 17 A 

Manipulate Machine to Set Round-nose Roughing Tools for Depth and 
Start Additional Cut in a Different Plane on the 
Outside Diameter 

Gisholt Boring Mills 





Size of Machine in Inches 




30 


36 


42 


60 


84 


Details of Operation 


Lengl 


,h of Tra 


vel of H 


ead in Inches 




3 


3 


4 


6 


8 






Tim 


3 in Min 


utes 




1. Rapid travel head to set next cut. . 

2. Start table 


0.16 
0.04 
0.18 

* 

0.21 
0.04 
0.17 

* 
0.21 


0.16 
0.04 
0.19 

* 

0.22 
0.04 
0.175 

* 
0.22 


0.133 

0.04 

0.21 

t 
0.23 
0.04 
0.18 

t 
0.23 
0.04 
0.18 

t 
0.23 
0.04 


0.16 
0.04 
0.26 

t 

0.28 
0.04 
0.20 

t 
0.28 
0.04 
0.20 

t 

0.28 
0.04 


0.193 
0.04 


3. Set tool into work 


0.34 


4. ROUGH TURN piece for calipering 
(stop machine) 


If 


5. Caliper 


0.42 


6. Start table 


0.04 


7. Reset tool into work 


0.25 


8. ROUGH TURN piece for calipering 
(stop machine) 


If 


9. Caliper 


0.42 


10. Start table 


0.04 


11. Reset tool into work 






0.25 


12. ROUGH TURN piece for calipering 
(stop machine) 






"If 


13. Caliper 






0.42 


14. Start table 


0.04 
0.08 


0.04 


0.04 


15. Mesh feed gears (on 30-inch only) . 




16. ROUGH TURN 










17. Rapid travel head, to start of Item 1 


0.16 


0.16 


0.133 


0.16 


0.193 


Total time to set and start additional 
cuts on outside diameter 


1.29 


1.25 


1.66 


1.96 


2 65 







Refer to Note B under Table 17. 
* Length of run, \i inch, 
t Length of run, % e inch. 
t Length of run, Y% inch. 
% Length of run, }■> inch. 



— 132 — 

TABLE \lA-a 

Manipulate Machine to Set Round-nose Roughing Tools for Depth and 

Start Additional Cut on Outside Diameter in the Same Plane (Moving 

Head Down to Next Cut Without Changing the Diameter Setting) 

Gisholt Boring Mills 





Size of Machine in Inches 




30 


36 


42 


60 


84 


Details of Operation 


Length of Travel of Head in Inche s 




3 


3.5 


4 


6 


8 




Time in Minutes 


1 . Travel head down 

2. Start table. ." 


0.16 
0.04 
0.08 


0.16 
0.04 


0.133 
0.04 


0.16 
0.04 


0.193 
0.04 


3. Mesh feed sear (on 30-inch only) . . . 

4. ROUGH TURN 












5. Travel head, to start Item 1 


0.16 


0.16 


0.133 


0.16 


0.193 


Total time to set and start additional 
cut on outside diameter in the same 


0.44 


0.36 


0.31 


0.34 


0.43 







Refer to Note B under Table 17. 



In setting tools for and starting the first cut (Tables 17 and 
ij-a or ij-b) the manipulation similar to that for the first 
additional cut is necessary until the proper dimension is obtained 
in setting the tool, then the feed is thrown in and the cut started. 
It is assumed in the table listing the elementary operations 
involved and the respective unit times for the various acts 
(Table 17) that the diameter of the work is two-thirds that of 
t;he boring-mill table and that the down travel of the head for 
30-inch mills is 4 inches; for 36-inch machines, 5 inches; for 
42-inch, 6 inches; for 60-inch mills, 8 inches, and for the 84- 
inch class of boring mills, 12 inches. The rapid travels up are 
respectively the down travel of the head plus the width of the 
piece faced and an allowance of 2 inches for 30-inch machines; 
3 inches for 36-inch mills; 4 inches for 42-inch; 6 inches for 
60-inch, and 8 inches for the 84-inch type of boring mill. 

In taking additional cuts (Tables 17^ and ijA-a) it is as- 
sumed that they are taken before the tool head has been brought 
Iback to its normal position at the end of the rail. That is, the 



— 133 — 

nipid travel of the head is limited to that required to bring 
the tool into position to start the cut. On the average, the 
necessary movement of the head is equal to the diameter of 
the boring-mill table multiplied by the factor o.oi. 

Three trials are allowed the workman to set the tool to the 
correct diameter for all sizes of machines, except the 30- and 
36-inch mills, but this number is rarely necessary for expert 
workmen, particularly on duplicate work in large quantities. 
For expert manipulation, the items from 9 to 13 inclusive (Table 
17A) may be omitted and the total time for the fundamental 
operation correspondingly reduced. 

After a cut has been made, it is assumed that the boring-mill 
table is brought to a stop, but no time is allowed for stopping 
the table, as this is usually done during the cut and provision 
is made therefor in the machining time. 

TABLE 175 

Manipulating Machine to Set Square-nose Finishing Tool for Depth and 
Start First Cut on Outside Diameter 

Gisholt Boring Mills 





Size of Machine in Inches 


Details of Operation 


30 


36 42 


60 84 




Time in Minutes 


1 . Rapid travel head over from nor- 

mal position at end of rail 

2. Rapid travel head downward 

3. Start table 


0.31 
0.17 
0.040 

0. 150 

* 

0.220 
0.040 

0.150 

* 

0.220 
0.040 

0.08 
0. 185 
0.31 


0.246 
0.215 
0.040 

0.160 

* 

0.250 
0.040 

0.050 

* 

0.250 
0.040 


0.207 
0.170 
0.040 
0.170 

X 

0.270 
0.040 
0.160 

t 
0.270 
0.040 


0.227 
0.193 
0.040 
0.200 

X 
0.360 
0.040 
0.180 

% 

0.360 
0.040 


0.293 
0.260 
040 


4. Set tool into work 

5. FINISH TURN piece for calipering 

6. Caliper cut (see Note *) 


0.240 

11 
470 


7. Start table 


040 


8. Reset tool into work 

9. FINISH TURN piece for calipering 

10. Caliper cut (see Note *) 

11. Start table 


0.210 

1 
0.470 
040 


12. Mesh feed gear (30-inch machine 
onlv) 




13. Rapid travel head up 

14. Rapid travel head back to normal . . 


0.308 
0.246 


0.248 
0.207 


0.293 
0.227 


0.393 
0.293 


Total time to set tool to depth .... 


1.92 


1.95 


1.82 


2.16 


2.75 



* Length of run, ;! s inch, 
t Length of run, 1{$ inch. 
J Length of run, }^ inch. 
"I Length of run, % inch. 

Note: The time for calipering given here is based on a piece whose diameter ist wo-thirds that 
of the table. For diameters which differ greatly from this figure consult the tables of calipering. 
Refer to Note B under Table 17. 



— 134 — 

TABLE 17B-a 

Set and Tighten Tool in Tool Post, Manipulate Machine to Set Square- 
nose Finishing Tool for Depth and Start First Cut on Outside Diameter 
and Loosen and Remove Tool — Right-hand Head 

Gisholt Boring Mills 







Size of Machine in Inches 




Details of Operation 


30 


36 


42 


60 


84 




Time in Minutes 


1. Set and tighten tool in tool post, 
Table ISA 


1.11 

1.92 
0.19 


1.26 
1.95 
0.25 


1.29 

1.82 
0.26 


1.39 
2.16 
0.28 


1.50 


2. Set tool for depth and start first cut 

on outside diameter, Table 175. . . 

3. Loosen -and remove tool from tool 

post, Table 14 


2.75 
0.31 






Total time 


3.22 


3.45 


3.37 


3.83 


4.55 











Refer to Note B under Table 17. 



TABLE 17B-b 



Set and Tighten Tool in Tool Post, Manipulate Machine to Set Square- 
nose Finishing Tool for Depth and Start First Cut on Outside Diameter 
and Loosen and Remove Tool — Left-hand Head 



gisholt boring mills 







Size of Machine in Inches 




Details of Operation 


30 


36 


42 


60 


84 




Tim 


3 in Minutes 




1. Set and tighten tool in tool post, 
Table 13A-b 


These 
machines 
have but 
one head 


1.39 
1.82 
0.36 


1.50 
2.16 
0.39 


1.66 


2. Set tool for depth and start first cut 

on outside diameter, Table 17 B. . 

3. Loosen and remove tool from tool 

post, Table 14-a 


2.75 
0.47 






Total time 




3.60 


4.04 


4.88 











Refer to Note B under Table 17. 



Manipulating the machine to set the square-nose finishing 
tool for depth of cut and to start the first finishing cut on the 
outside diameter of the work (Tables ijB and ijB-a or ljB-b), 
including the removal of the tool, differs but in details from 



— 135 — 

the manipulation of the machine prior to starting the first rough 
cut on the outside diameter. The calipering trials do not have 
to be as numerous, for the work prior to the start of the finish 
cut has been calipered and the amount of metal to be removed 
on the finish cut is known. This reduces the time required for 
calipering, but certain of the other elementary operations are 
longer in the case of the finish cut than in the roughing cuts, 
so that the total time for the complete operation of setting the 
tool to depth is but little less, if any, in the case of the finish 
cut. The setting of the tool and tightening the tool post is a 
longer operation in preparing for a finish cut than when setting 
the round-nose tool, for greater care must be exercised to obtain 
an accurate setting. 

Occasions arise when it is necessary to set the square-nose 
finishing tool for depth and start additional cuts on the outside 
diameter of a piece of work, but in a different plane than that 
of the first finishing cut, or in the same plane, but requiring a 
lowering of the turret head before commencing the cut. The 
elementary operations involved in such cases and their unit 
times are listed in Tables ijC and lyC-a respectively. 

TABLE 17C 

Manipulate Machine to Set Square-nose Finishing Tool for Depth ani> 
Start Additional Cuts in a Different Plane on the Outside Diameter 

Gisholt Boring Mills 







Size of Machine 


in Inches 




Details of Operation 


30 


36 


42 


60 


84 






Time in Mir 


tutes 




1 . Rapid travel head to set next cut . . 

2. Start table 


0.16 
0.04 
0.15 


0.16 
0.04 
0.16 


0.133 

0.04 

0.17 


0.16 
0.04 
0.20 


0.193 
04 


3. Set tool into work 


24 


4. FINISH TURN piece for calipering 




5. Caliper 


0.22 
0.04 
0.15 


0.25 
0.04 
0.15 


0.27 
0.04 
0.16 


0.36 
0.04 
0.18 


47 


6. Start table 


0.04 


7. Reset tool into work 

8. FINISH TURN piece for calipering 


0.21 


9. Caliper cut 

10. Start table 


0.22 
0.04 

0.08 


0.25 
0.04 


0.27 
0.04 


0.36 
0.04 


0.24 
0.04 


11. Mesh feed gears (only 30-in. ma- 
chine) 




12. Finish turn 










13. Rapid travel head to start of Item 1 


0.16 


0.16 


0.133 


0.16 


0.193 


Total time to set and start cut .... 


1.26 


1.35 


1.27 


0.15 


0.67 



Refer to Note B under Table 17. 



— 136 — 

TABLE 17C-a 

Manipulate Machine to Set Square-nose Finishing Tool for Depth and 

Start Additional Cut on Outside Diameter in the Same Plane (Moving 

Head Down Without Changing the Diameter Setting) 

Gisholt Boring Mills 







Size of Machine 


n Inches 


> 


Details of Operation 


30 


36 


42 


60 S4 




Time in Minutes 




0.16 
0.04 
0.08 


0.16 
0.04 


0.133 
0.04 


0.16 
0.04 


193 


2. Start table 


0.04 


3. Mesh feed gear (on 30-inch only) . . . 

4. FINISH TURN 












5. Travel head, to start of Item 1 


0.16 


0.16 


0.133 


0.16 


0.193 


Total time to set and start additional 
cut on outside diameter in the same 


0.44 


0.36 


0.31 


0.34 


0.43 







Refer to Note B under Table 17. 



TABLE 17D 

Manipulate Machine to Set Round-nose Roughing Tool for Depth and 
Start First Cut on Face of Work 

Gisholt Boring Mills 



Details of Operation 



Size of Machine in Inches 



30 



36 



42 



60 



Time in Minutes 



84 



1 . Rapid travel head over * 

2. Rapid travel head downward 

3. Set tool for depth f 

4. Tighten set screw that tightens ver- 

tical slide to head 

5. Start table 

6. Mesh feed gears (on 30-inch ma- 

chine only) 

7. Throw feed clutch in 

8. ROUGH FACE (sto machine) . . . 

9. Loosen set screw that tightens ver- 

tica 1 slide 

10. Rapid travel head up 

1 . Rapid travel head ov r to end of rail 

Total time to set and start cut .... 



0.38 
0.17 
0.36 

0.11 
0.04 

0.08 



0.11 
0.17 
0.355 



1.78 1.72 



0.246 
0.215 
0.39 

0.11 
0.04 



0.05 



0.11 

0.215 

0.338 



0.207 

0.17 

0.42 

0.11 
0.04 



0.05 



0.11 
0.17 
0.28 



1.56 



0.227 
0.193 
0.50 

0.12 
0.04 



0.06 



0.12 

0.193 

0.327 



1.78 



0.293 

0.26 

0.61 

0.12 
0.04 



0.07 



0.14 
0.26 
0.43 



2.24 



Refer to Note B under Table 17. 

*The 30-inch and 36-inch machines, the travel of the head and ram is done by cranking by hand. 
The cranking is a longer operation on the 30-inch machine than on the 36-inch. On the 42-inch 
and up the travel is by power. This accounts for the longer time of operation on the smaller machines. 



— 137 — 

TABU-] \lD-a 

Set and Tighten Tool in Tool Post, Manipulate Machine to Set Round- 
nose Roughing Tool kok Depth and Start First Cut on Face of Work, 
Loosen and Remove Tool — Right-hand Head 

Gisholt Boring Mills 





Size of Machine in Inches 


Details of Operation 


30 


36 


42 


60 


84 




Time in Minutes 


1. Set and tighten tool on tool post, 
Table 13-a 


0.28 
1.78 
0.19 


0.28 
1.72 
0.20 


0.30 
1.56 
0.21 


0.33 

1.78 
0.23 


0.36 


2. Set tool for depth and start first cut 

on face of work, Table 17D 

3. Loosen and remove tool from tool 

post, Table 14A 


2.24 
0.26 






Total time 


2.24 


2.19 


2.06 


2.34 


2.86 







Refer to Note B under Table 17. 



TABLE 17 D-b 



Set and Tighten Tool in Tool Post, Manipulate Machine to Set Round 

nose Roughing Tool for Depth and Start First Cut on Face of Work, 

Loosen and Remove Tool — Left-hand Head 

Gisholt Boring Mills 





Size of Machine 
in Inches 


Details of Operation 


42 


60 84 




Time in Minutes 


1. Set and tighten tool in tool post, Table 13-c 

2. Set tool for depth and start cut on face of work, 

Table 17D 


0.39 

1.56 
0.31 


0.44 

1.7S 
0.34 


0.52 
2.24 


3. Loosen and remove tool from tool post, Table 14A-a 


0.42 


Total time 


2.25 


2.56 


3.18 







Refer to Note B under Table 17. 



Facing work on the boring mill calls for a series of elementary 
operations which differ from those required for outside diameter 
work principally in that the cuts are taken in a horizontal, 
instead of vertical, plane. The operations necessary for setting 
tools and starting cuts, together with the unit time allowed 



— 138 — 

for each element, are listed in Tables 17D, ijD-a, ijD-b, 
ijD-c and 17 D-d. The first of these tables refers to the acts 
incidental to setting the round-nose tool for depth and starting 
the first cut. The next two tables, ijD-a and iyD-b, give the 
detailed times required to loosen and remove the tool from 
the tool post for right-hand and left-hand turret heads re- 
spectively, while Tables \yD-c and 17 D-d pertain to additional 
roughing cuts on other face surfaces or on face surfaces in 
the same plane, but necessitating the moving of the turret 
head from a position for one face surface to another position 
for another face surface between the operations of actually 
removing metal. 

TABLE 17D-c 

Manipulate Machine to Set Round-nose Roughing Tools for Depth and 
Start Additional Cut in a Different Plane or Surface on Face of 

Work 

Gisholt Boring Mills 



Details of Operation 



Size of Machine in Inches 



30 


36 42 


60 


84 


Length of Travel of Head 
in Inches 


3 


3.5 4 


6 


8 



Time in Minutes 



1 . Rapid travel head over f 

2. Set tool for depth * 

3. Tighten set screw that tightens 

vertical slide to head 

4. Start table 

5. Mesh feed gears (on 30-inch ma- 

chine only) 

6. Throw feed clutch in 

7. ROUGH ACE (stop mac ine) . 

8. Loose setscr^w that tightens verti- 

cal slide 

9. Rapid tra el head up 

10. Rapid travel head back f 



0.24 
0.36 

0.11 
0.04 

0.08 



0.11 
0.17 
0.24 



Total time to set and start cut . 



1.35 



0.16 
0.39 

0.11 
0.04 



0.05 



0.11 

0.215 

0.16 



1.24 



0.133 
0.42 

0.11 
0.04 



0.05 



0.11 
0.17 
0.133 



1.17 



0.16 
0.50 

0.12 
0.04 



0.06 



0.12 

0.193 

0.16 



1.35 



0.193 
0.61 

0.14 
0.04 



0.07 



0.14 
0.26 
0.193 



1.65 



Refer to Note B under Table 17. 

t In the 30-inch and 36-inch machines, the travel of the head and ram is done by cranking by 
hand. The cranking is a longer operation on the 30-inch machine than on the 36-inch. On the 
42-inch machine and up, the travel is by power. This accounts for the longer time in operation on 
the smaller machines. 

* By measuring with a scale from table of machine or by using a surface that has been set for 
height. 



— 139 — 

TABLE 17 D-d 

Manipulate Machine to Set Round-ntse Roughing Tools for Depth and 

Start Additional Cut in the Same Plane on Face of Work (Moving 

Head Over to Another Surface) 

CJisholt Boring Mills 





Size of Machine in Inches 


Details of Operation 


30 36 


42 60 

1 


84 




Time in Minutes 


1. Rapid travel head ovorf 

2. Start table 


0.24 
0.04 

0.08 


0.16 
0.04 


0.133 
0.04 


0.16 
0.04 


0.193 
0.04 


3. Mesh feed gears (on 30-inch machine 
onlv) . . 




4. Throw feed clutch in 


0.05 


0.05 


0.06 


0.07 


5. ROUGH FACE (stop machine). . . 






6. Rapid travel head back * 


0.24 


0.16 


6. 133 


0.16 


0.193 


Total time to set and start cut 


0.60 


0.41 


0.36 


0.42 


0.50 



* Refer to Note f under Table 17 D-c. 
Refer to Note B under Table 17. 

Manipulating the machine to set square-nose finishing tools 
for depth of final cuts on work faces and starting the cuts across 
the face surfaces necessitates a series of fundamental operations 
of the same general character. A wide range of work is made 
possible on Gisholt boring mills by the micrometer index dial 
by which the depth of cut may be rapidly and accurately set 
for the first cut on the face of the work or for additional cuts 
in different planes or surfaces on the face of the work. The 
micrometer index is particularly convenient in work entailed in 
repetitive manufacture. 

Table ijE gives the elementary times for setting the finishing 
tool for a depth just sufficient to finish the face of the work; 
Tables ijE-a and ijE-b, the time for setting and tightening 
the tool in the post and removing it for right- and left-hand 
turret heads respectively; Table ijE-c, the time required to 
set the finishing tool in a different plane or surface on the 
face of the work, and Table ijE-d, the time for setting the tool 
for depth and starting an additional cut in the same plane — 
moving the head, without changing set of tool, from over one 
surface to another in the same plane. Tables \jE-e and 
ijE-f give time data for similar settings of the finishing tool 
for cuts across face surfaces by the micrometer index dial. 



— 140 — 

TABLE 17 E 

Manipulate Machine to Set Square-nose Finishing Tool for Depth and 

Start First Cut on Face of Work. Set Depth of Cut 

to Just Finish on the Face 

Gisholt Boring Mills 





Size of Machine in Inches 


Details of Operation 


30 


36 


42 


60 


84 




Time in Minutes 


1. Rapid travel head over* 


0.38 
0.17 
0.12 

0.11 
0.04 

0.03 


0.246 
0.215 
0.12 

0.11 
0.04 


0.207 

0.17 

0.13 

0.11 
0.04 


0.227 
0.193 
0.14 

0.12 
0.04 


0.293 


2. Rapid travel head downward 

3. Set tool for depth 

4. Tighten set screw that tightens ver- 

tical slide to head 


0.26 
0.17 

0.14 


5. Start table 


0.04 


6. Mesh feed gears (on 30-inch ma- 
chine onlv) 




7. Throw feed clutch in 


0.05 


0.05 


0.06 


0.07 


8. FINISH FACE... 






9. Loosen set screw that tightens verti- 
cal slide 


0.11 
0.17 
0.355 


0.11 

0.215 

0.338 


0.11 
0.17 
0.28 


0.12 

0.093 

0.327 


0.14 


10. Rapid travel head up 


0.26 


1 1 . Rapid travel head over to end of rail 


0.43 


Total time 


1.54 


1.44 


1.27 


1.32 


1.30 







* Refer to Note f under Table 17D-C 
Refer to Note B under Table 17. 



TABLE 17 E-a 

Set and Tighten Tool in Tool Post, Manipulate Machine to Set Square- 
nose Finishing Tool for Depth and Start First Cut 
on Face of Work — -Right-hand Head 

Gisholt Boring Mills 





Size of Machine in Inches 


Details of Operation 


30 


36 


42 60 


84 




Time in Minutes 


1. Set and tighten tool in tool post, 
Table 13A-a 


1.11 
1.54 
0.19 


1.12 
1.44 
0.20 


1.15 
1.27 
0.21 


1.25 
1.32 
0.23 


1.36 


2. Set tool for depth and start first cut 

on face of work, Table 17 E 

3. Loosen and remove tool from tool 

post, Table 14A 


1.80 
0.26 






Total time 


2.83 


2.76 


2.63 


2.80 


3.42 













Refer to Note B under Table 17. 



— 141 — 

TABLE 17 E~b 

Set and Tighten Tool in Tool Post, Manipulate Machine to Set Sqcare- 

nose Finishing Tool for Depth and Start First Cut on 

Face of Work — Left-hand Head 

Gisholt Boring Mills 





Size of Machine in Inches 


Details of Operation 


30 


36 


42 60 84 

1 1 " 




Time in Minutes 


1. Set and tighten tool in tool post, 

Table 13.4-c 

2. Set tool for depth and start first cut 

on face of work, Table 17 E 

3. Loosen and remove tool from tool 

post, Table UA-c 


These 
machines have 
but one head 


1.25 

1.27 
0.31 


1.36 
1.32 
0.34 


1 . 52 

1.S0 
0.42 


Total time 

- 






2.82 


3.01 


3.74 



Refer to Note B under Table 1Z. 



TABLE 17 E-c 



Manipulate Machine to Set Square-nose Finishing Tool for Depth and 

Start Additional Cut in Different Planes or Surfaces on Face 

of Work. (Set Depth to Just Finish on the Face) 

Gisholt Boring Mills 



Details of Operation 



1. Rapid travel head over 

2. Set tool for depth 

3. Tighten set screw that tightens verti 

cal slide to head 

4. Start table 

5. Mesh feed gears (on 30-inch machine 

only) 

6. Throw feed clutch in 

7. FINISH FACE (stop machine) . . . 
S. Loosen set screw that tightens ver- 
tical slide 

9. Rapid travel head up 



Total time . 



30 



0.24 
0.12 

0.11 
0.04 

0.0S 



Size of Machine in Inches 



0.11 
0.17 



0.87 



36 



42 



60 



Time in Minutes 



0.16 
0.12 

0.11 
0.04 



0.05 



0.11 
0.215 



0.81 



0. 13.: 
0.13 

0.11 
0.04 



0.05 



0.11 
0.17 



0.74 



0.16 
0.14 

0.12 
0.04 



0.06 



0.12 
0.193 



0.83 



84 



0. 193 
0.17 

0.14 
0.04 



0.0/ 



0.14 
0.26 



0.98 



Refer to Note B under Table 17. 



— 142 — 



TABLE 17 E-d 



Set Manipulating Machine to Set Square-nose Finishing Tool for Depth 
and Start additional Cut in the Same Plane on Face of Work 
(Moving Head over to Another Surface) 

Gisholt Boring Mills 





Size of Machine in Inches 


Details of Operation 


30 I 36 


42 


60 


84 




Time in Minutes 


1. Rapid travel head over* 

2. Start table 

3. Mesh feed gears (on 30-inch machine 

only) 


0.24 
0.04 

0.08 


0.16 
0.04 


0.133 
0.04 


0.16 
0.04 


0.193 
0.04 


4. Throw feed clutch in 


0.05 


0.05 


0.06 


0.07 


5. FINISH FACE (stop machine) 






6. Rapid travel head back 


0.24 


0.16 


0.133 


0.16 


0.193 


Total time 


0.60 


0.41 


0.36 


0.42 


0.50 







* Refer to Note t under Table 17 D-c. 
Refer to Note B under Table 17. 



TABLE 17E-e 

Manipulate Machine to Set Square-nose Finishing Tool for Depth and 

Start First Cut on Face of Work. (Set Depth of Cut by 

Micrometer Index Dial) 

Gisholt Boring Mills 



Details of Operation 



1 . Rapid travel head over f 

2. Rapid travel head downward 

3. Set tool to depth by micrometer 

index dial 

4. Tighten set screw that tighten? 

vertical slide to head 

5. Start table 

6. Mesh feed gears (on 30-inch ma- 

chine only) 

7. Throw feed clutch in 

8. FINISH FACE (stop machine) . . . 

9. Loosen set screw that tightens ver 

tical slide 

10. Rapid travel head up 

1 1 . Rapid travel head over to end of rail 

Total time to set and start cut. . 



Size of Machine in Inches 



30 



0.38 
0.17 

0.20 

0.11 
0.04 

0.08 



0.11 
0.17 
0.355 



36 



42 



60 



Time in Minutes 



1.62 



0.246 
0.215 

0.20 

0.11 
0.04 



0.05 



0.11 

0.245 
0.338 



1.52 



0.207 
0.17 

0.20 

0.11 
0.04 



0.05 



0.11 
0.17 

0.28 



1.34 



0.227 
0.193 

0.21 

0.12 
0.04 



0.06 



0.12 

0.193 

0.327 



1.39 



84 



0.293 
0.26 

0.24 

0.14 
0.04 



0.07 



0.14 
0.26 
0.43 



1.85 



* Refer to Note t under Table 17 D-c. 
Refer to Note B under Table 17. 



143 — 



TABLE 17 E-f 

Manipulate Machine to Set Square-nose Finishing Tool for Depth and 

Start Additional Cut in a Different Plane or Surface on Pace 

of Work. (Set Depth of Cut by Micrometer Index Dial) 

Gisholt Boring Mills 





Size of Machine in Inches 


Details of Operation 


30 


36 


42 


60 


84 




Time in Minutes 


1. Rapid travel head over 


0.24 

0.20 

0.11 
0.04 

0.08 


0.16 

0.20 

0.11 
0.04 


0.133 

0.20 

0.11 
0.04 


0.16 

0.21 

0.12 
0.04 


0.193 


2. Set tool to depth by micrometer 
index dial 


0.24 


3. Tighten set screw that tightens ver- 
tical slide to head 


0.14 


4. Start table 


0.£4 


5. Mesh feed gears (on 30-inch ma- 
chine only) 




6. Throw feed clutch in 


0.05 


0.05 


0.06 


0.07 


7. FINISH FACE (stop machine) .... 






8. Loosen set screw that tightens ver- 
tical slide 


0.11 
0.17 
0.24 


0.11 

0.215 

0.16 


0.11 
0.17 
0.133 


0.12 

0.193 

0.16 


0.14 


9. Rapid travel head up 


0.26 


10. Rapid travel head back 


0.193 








1.19 


1.05 


0.95 


1.06 


1.28 







Refer to Note B under Tcblc 17. 



Table ijF gives the unit times for the fundamental operations 
necessary to manipulate the machine to set the round-nose 
roughing tools for depth of cut and to start the first cut on the 
outside diameter of the work when the turret simply has to be 
revolved to bring the roughing tool to position, the other 
turret stations being provided with suitable tools so that there 
need be no necessity of changing tools. Simple as is such 
machine manipulation, the total times given in the table are 
greater than in other tables for the setting of the same kind of 
tool and starting the cut where the gain is made by having the 
tools in holders ready to use. An allowance has to be pro- 
vided for the time consumed to loosen, clamp, turn and tighten 
the turret. Additional cuts, when the turret is not revolved, 
take the times as given in preceding tables. 

The manipulation of the machine to set round-nose roughing 
tools for depth and to start additional cuts on the outside 



— 144 — 

diameter of the work — the cutting tool in the turret head — 
(Table ijF-a) and that to set the roughing tool for depth and 
start additional cut on the outside diameter in the same plane, 
necessitating moving the head down to the additional cut 
without changing the diameter setting of the tool (Table ijF-b), 
entail elementary operations and unit times similar to those 
given in Tables ijA and ijA-a respectively. 

The data presented in Table 17G — the unit times required 
to manipulate the boring mill to set either the round-nose 

roughing tool or the square- 
nose finishing tool for depth, 
to start a first cut on the out- 
side diameter of the work, the 
cutting tools having been pre- 
viously secured in the tool post 
— are for use only in repetition 
work and brings into use the 
micrometre index dial. The 
setting of the index dial is de- 
termined when the cut— rough- 
ing or finishing — is made on the 
first piece. For all subsequent 
pieces the desired cutting dia- 
meter is secured without trial 
or calipering by setting the tool 
to the recorded index dial read- 
ing. The various stations of 
the turret are assumed to be 
provided with the proper tools, 
so that the operating tool is 
brought to position by revolv- 
ing the turret. 

Table 1 7G-a gives the (detailed 
times incidental to the opera- 
tions of manipulating the machine to set either the round-nose 
roughing tool or the square-nose finishing tool to depth and to 
start a cut on the outside diameter in the same plane, but re- 
moved in position from previous cuts. This necessitates lower- 
ing the turret head without changing the diameter of the tool 
setting and calls for elementary operations similar to those 
listed in Tables ijA-a and 17 'C-a. 




FIG. 



50. — TURRET HEAD HOLD- 
ING FOUR TOOLS 



— 145 — 

TABLE 17 F 

Manipulatin(; Machine to Set Round-nose Roughing Tool for Depth and 

Start First Cut on Outside Diameter — Revolve Turret 

to Bring Tool to Position 

Gisholt Boring Mills 





Size of Machine 
in Inches 


Details of Operation 


30 


36 


42 




Time in Minutes 




0.09 

0.31 
0.17 

0.40 

0.18 

* 

0.21 
0.04 

0.17 

* 

0.21 
0.04 
0.08 


0.09 

0.246 
0.215 
0.04 

0.19 

* 

0.22 
0.04 

0.175 

* 

0.22 
0.04 


10 


2. Rapid travel head over from end of rail (from normal 
position) 


207 


3. Rapid travel head down 


170 


4. Start table 


04 


5. Set tool into work 


21 


6. ROUGH TURN for calipering (stop machine) 

7. Caliper (1) - 


t 
23 


8. Start table 


04 


9. Reset tool into work 


18 


10. ROUGH TURN for calipering (stop machine) 

11. Caliper (1) 


t 
23 


12. Start table 


04 


13. Mesh feed gears 




14. ROUGH TURN 






15. Rapid travel head up 


0.185 
0.31 


0.308 
0.246 


243 


16. Rapid travel head back to end of rail, normal 


0.207 


Total time 


2.03 


2.03 


2 35 







* Length of run, x /i inch. 

t Length of run, %, inch. 

Refer to Note B under Table 17. 

Note: Turret tool posts are not used on machines larger than 42-inch except in special cases. 

TABLE YlF-a 

Manipulate Machine to Set Round-nose Roughing Tool for Depth and 

Start Additional Cut on Outside Diameter (Cutting 

Tool in Turret Head) 

Gisholt Boring Mills 
Refer to Table 17A 



TABLE YlF-b 

Manipulate Machine to Set Round-nose Roughing Tools for Depth and- 

Start Additional Cut on Outside Diameter in the Same Plane (Moving 

Head Down to Next Cut Without Changing the Diameter Setting) 

Gisholt Boring Mills 



Refer to Table 17.4-a 



— 146 — 

TABLE 17G 

Manipulate Machine to Set Round-nose Roughing or Square-nose Finish- 
ing Tool for Depth and Start First Cut on the Outside Diameter 
(Revolve Turret to Bring Tool to Position) 

Gisholt Boring Mills 





Size of Machine 
in Inches 


Details of Operation 


30 


36 


42 




Time in Minutes 


1. Loosen clamp, turn turret and tighten 

2. Rapid travel head over from normal position 

3. Rapid travel head downward 

4. Start table 

5. Set tool to depth by micrometer index dial 

6. Mesh feed gears 


0.09 
0.31 
0.17 
0.04 
0.20 
0.08 


0.09 

0.246 

0.217 

0.04 

0.20 


0.10 

0.207 

0.17 

0.04 

0.20 


7. Throw feed clutch in 


0.05 


0.05 


8. TURN— ROUGH or FINISH 






9. Rapid travel head up 

10. Rapid travel head over to one side 


0.185 
0.31 


0.308 
0.246 


0.243 
0.207 


Total time 


1.39 


1.40 


1.21 







Note: This table is to be used for repetition work. The setting of the index dial is determined 
when the cut is made on the first piece, and a note is made of it. For all succeeding pieces the desired 
diameter can be obtained without trial and calipering by setting to these readings. 

Refer to Note B under Table 17. 

TABLE 17G-a 

Manipulate Machine to Set Round-nose Roughing or Square-nose Finishing 
Tools for Depth and Start Cut on Outside Diameter in the Same 
Plane (Moving Head Down Without Changing Diameter of Cut) 

Gisholt Boring Mills 



Refer to Tables 17 A-a and 17C-a 



Note: For additional cuts in different planes, it is necessary to have a tool in another turret posti 
or to have noted another setting of the index dial when the first piece was turned. In the first casei 
the time for setting the cut would be the same as in Table 17(7, for in order to turn the turret the 
head has to be brought out to the end of the rail, and then back again. 

The fundamental operations entailed in manipulating boring 
mills of the 42-inch class and smaller mills to set a square-nose 
finishing tool for depth and start a first cut on the outside diam- 
eter of the work when the turret stations are fitted with tools 
and the turret has to be revolved to bring the finishing tool 
into position, with the unit times for the various acts, are listed 
in Table \jH. Tables \jH-a and \jli-b — starting additional 
cuts on the outside diameter of the work, but in a different 
plane, and additional cuts in the same plane which necessitate 



— 147 — 
the lowering of the turret head — are similar to those already 
presented as Tables ijC and \jC-a. 

TABLE 17H 

Manipulate Machine to Set Square Finishing Tool for Depth and 

Start First Cut on Outside Diameter, Revolving Turret 

to Bring Tool into Position 

Gisholt Boring Mills 



Details of Operation 




1. Loosen clamp, turn turret and tighten clamp. 

2. Rapid travel head over from end of rail 

3. Rapid travel head downward 

4. Star table ' 

5. Set tool into work 

6. FINISH TURN enough to caliper 

7. Caliper out 

8. Start table. 

9. Reset tool into work 

10. FINISH TURN enough to caliper 

11. Caliper cut 

12. Start table 

13. Mesh feed gears 

14. FINISH TURN 

15. Rapid travel nead up 

16. Rapid travel over to one side 



Total time to set and start cut. 



Size of Machine in 
Inches 



Time in Minutes 



0.09 
0.31 
0.17 
0.04 
0.15 



0.22 
0.04 
0.15 



0.22 
0.04 
0.08 



0. 185 
0.31 



2.01 



0.09 

0.246 

0.215 

0.04 

0.16 



0.25 
0.04 
0.15 



0.25 
0.04 



0.308 
0.246 



2.04 



0.10 
0.207 

0:17 

0.04 
0.17 



0.27 
0.04 
0.16 



0.27 
0.04 



0.243 
0.207 



2.02 



Refer to Note B under Table 17. 



TABLE 17 H-a 



Manipulate Machine to Set Square-nose Finishing Tool for Depth and 

Start Additional Cuts in a Different Plane on the 

Outside Diameter 

Gisholt Boring Mills 
Refer to Table 17C 

TABLE 17H-b 

Manipulate Machine to Set Square-nose Finishing Tool for Depth and 

Start Additional Cut on Outside Diameter in the Same 

Plane (Moving Head Down Without Changing 

the Diameter Setting) 

Gisholt Boring Mills 



Refer to Table 17C-a 



— 148 — 

Table 17 1 furnishes the necessary data as to required fun- 
damental operations and their respective unit times, when the 
smaller sizes of Gisholt boring mills are manipulated to set 
round-nose roughing tools for depth to start a first cut on the 
face of the work — the tools held in a turret tool post. Manipu- 
lating the machine to set a round-nose tool for depth and 
start an additional cut on some face in a different plane — 
Table \7I-a — calls for the same fundamental operations and 
unit times as are given in Table 17D-C. 

TABLE 171 

Manipulate Machine to Set Round-nose Roughing Tool for Depth and 
Start First Cut on Face (Tools Held in Turret Tool Post) 

Gisholt Boring Mills 



Details of Operation 



1 . Loosen clamp turn turret and tighten 

2. Rapid travel head overt 

3. Rapid travel head downward 

4. Set tool for depth* 

■5. Tighten set crew that tightens vertical slide to head 

6. Start table - 

7. Mesh feed gears (on 30-inch machine only) 

8. Throw feed clutch in 

9. ROUGH FACE (stop machine) . . 

10. Loosen set screw that tightens vertical slide. ...... 

1 1 . Rapid travel head up 

12. Rapid travel head over to end of rail 



Total time to set and start cut . 



Size of Machine in 
Inches 



30 



36 



42 



Time in Minutes 



0.09 
0.38 
0.17 
0.36 
0.11 
0.04 
0.08 



0.11 
0.17 
0.355 



1.86 



0.09 

0.246 

0.215 

0.39 

0.11 

0.04 



0.05 



0.11 

0.215 

0.338 



1.80 



0.10 

0. 207 

0.17 

0.42 

0.11 

0.04 



0.05 



0.11 
0.17 
0.28 



1.657 



* By measuring with a scale from table of machine or by vising a surface that has previously been 
«et for height. 

t Refer to Note t under Table 17D-C. 
Refer to Note B under Table 17. 

TABLE 17/-a 

Manipulate Machine to Set Round-nose Roughing Tools for Depth and 

Start Additional Cut in a Different Plane or 

Surface on Face of Work 

Gisholt Boring Mills 

Refer to Table 17 D-c 



The Tables 17 J, 17 J -a and 17/-& give the time data for 
setting square-nose finishing tools and starting cuts on the 



— 149 — 

face of the work when the tool is set to finish accurately the 
surface, when the tool is set in different planes and when the 
turret head has to be moved over to another surface in the 
same plane. 

Finally, Table \jK lists the fundamental operations with 
their respective unit times for manipulating the machine to 
set round-nose roughing tools, square-nose finishing tools or 
any facing tools for depth when the tools are held in turret 
tool posts and the power feed is thrown in. This table is used 
for repetition work. The setting of the micrometer index dial 
of Gisholt boring mills is determined when the cut is made 
on the first piece, making trial or calipering for subsequent 
pieces unnecessary. For additional cuts in different planes, 
it is necessary to have a tool in another turret post, or have 
another setting of the micrometer index dial when the first 
piece is faced, following the procedure given in Table ijE-j. 
If a tool is in another turret post, the time for setting and 
starting the cut will be that given in Table ijK, for, in order 
to turn the turret head, .it has to be brought out to the end of 
the rail, the turret turned and the head brought back again. 

TABLE 17/ 

Manipulate Machine to Set Square-nose Finishing Tool for Depth and 

Start First Cut on Face of Work (Set Depth of Cut 

to Just Finish on the Face), Revolve Turret 

to Bring Tool to Position 

Gisholt Boring Mills 



(". 

7. 

8. 

9. 
10. 
11. 
L2. 



Details of Operation 



Loosen clamp, turn turret and tighten 

Rapid travel head over* 

Rapid travel head downward 

Set tool for depth 

Tighten set screw that tightens vertical slide to head 

Start table 

Mesh feed gears (on 30-inch machine only) 

Throw feed clutch in 

FINISH FACE 

Loosen set screw that tightens vertical slide 

Rapid travel head up 

Rapid travel head over to end of rail 



Total time . 



Size of Machine in 
Inches 



30 



36 



42 



Time in Minutes 



0.09 
0.38 

0.17 
0.12 
0.11 
0.04 
0.0S 



0.11 

0.17 
0.35.5 



1.63 



0.09 

0.246 

0.215 

0.12 

0.11 

0.04 



0.05 



0.11 

0.215 

0.338 



1.54 



0.10 

0.207 

0.17 

0.13 

0.11 

0.04 



0.05 



0.11 
0.17 
0.28 



1.37 



* Refer to Note t under Table 17D-C. 
Refer to Note B under Table 17. 



— 150 — 

TABLE 17 J-a 

Manipulate Machine to Set Square-nose Finishing Tool for Depth and 

Start Additional Cut in Different Planes or Surfaces 

on Face of Work (Set Depth of Cut to Just 

Finish on the Face) 

Gisholt Boring Mills 
Refer to Tadle 17 E-c 



TABLE 17 J -b 

Set Manipulating Machine to Set Square-nose Finishing Tool for Depth 

and Start Additional Cut in the Same Plane on Face of 

Work (Moving Head Over to Another Surface) 

Gisholt Boring Mills 
Refer to Taele 17E-d 



TABLE 17K 

Manipulate Machine to Set Round -nose Roughing or Square-nose 

Finishing Tools for Depth and in General any Tools Used 

for Facing Where the Power Feed is Thrown in 

(Tools Held in Turret Tool Post) 

Gishclt Boring Mills 



Details of Operation 



Loosen clamp, turn turret and tighten 

Rapid travel head over* 

Rapid travel head downward 

Set tool to depth by micrometer index dial 

Tighten set screw that tightens vertical slide to head 

6. Start table 

7. Mesh feed gears (on 30-inch machine only) 

8. Throw feed clutch in 

9. FACE, ROUGH or FINISH 

10. Loosen set screw that tightens vertical slide 

1 1 . Rapid travel head up 

12. Rapid travel head over to end of rail 



Total time to set and start cut 



Size of Machine in 
Inches 



30 



35 



Time in Minutes 



0.0D 
0.3S 
0.17 
0.20 
0.11 
0.04 
0.08 



0.11 

0.17 
0.355 



1.71 



0.09 

0.246 

0.215 

0.20 

0.11 

0.04 



0.05 



0.11 

0.215 
0.338 



1.64 



0.10 

0.207 

0.17 

0.20 

0.11 

0.04 



0.05 



0.11 
0.17 

0.28 



1.44 



* Refer to Note f under Table 17D-C 
Refer to Note B under Table 17. 



On all facing cuts there is a clamping nut to tighten the 
ram, or up and down slide, after the desired dimension has 
been set. This nut must be loosened after the cut has been; 
made. 



— 151 — 

The data submitted in Tables ijF to ijK apply to Gisholt 
boring mills of the 30-, 36- and 42-inch class only, as turret 
tool posts for the ordinary line of work are only found on 
machines up to and including the 42-inch size. For certain 
classes of work the turning tools remain in the turret for the 
whole time, so, when work has been clamped to the table it 
is only necessary to manipulate the turret to bring the tool into 
position for the cut that it is to make. The head is then rapid 
traveled over and down to a position to start the cut. The 
cut is started and the tool is set to depth according to the method 
illustrated in Table 17A', and the various operations of measuring 
are performed until the desired dimension is obtained, after 
which the rating on the micrometer index dial is noted if du- 
plicate pieces are to be machined. At the completion of the cut 
the head is rapid traveled up and back. If cuts are to be 
made with the other tools the necessary manipulation of the 
turret is done to bring the next tool into position. The head is 
then rapid traveled over and down to a position to start the 
cut according to the method shown by the table for the desired 
kind of cut. If duplicate pieces are to be made the reading 
on the micrometer index dial is noted. At the completion 
of the cut the head is rapid traveled back. This procedure is 
continued until all of the tools in the heads are set, if this is 
required, or it is possible to set the same tool to several dif- 
ferent dimensions by noting the readings on the micrometer 
index dial. It follows then that for cuts on duplicate pieces 
where the readings on the micrometer index dial have been 
noted the times are considerably shorter. 

In a number of cases it is not necessary to allow time for setting 
and tightening tools in the turret tool posts and for removing 
them as this may be done while the cut is in progress. However, 
this practice is often accompanied with some danger and the 
saving of time does not warrant the risk. 

The fundamental time tables here presented cover only a 
small portion and the most elementary of machine operations on 
Gisholt boring mills. In some shops it may be found that other 
combinations of fundamental operations would be useful. A 
careful study of the tables submitted will demonstrate clearly 
how they are built up and arranged and the same procedure 
can be followed in compiling tables for more special or com- 
plicated operations. It should be stated, however, that all 
tables should be carefully studied before attempting to make 
practical use of them or to compile new ones. 



CHAPTER XI 

MACHINING, LOOSING JAWS AND REMOVAL OF WORK 

THE actual machining (removal of metal) is, of course, 
the ultimate objective of the preparatory work on all 
machine tools. The landing of the work, setting of the tools, 
manipulation of the machine to start cuts, and the various 
operations for which the elementary time tables presented in the 
preceding chapters list the necessary elements and unit times, 
form but incidental, though nevertheless, extremely important, 
aids as guides in the economic and efficient conduct of the work. 
Though it is true that it is in the performance of such preparatory 
operations that a considerable portion of the time consumed in 
a complete job on a boring mill, for example, may be spent — 
and not infrequently inefficiently spent, unless an approved 
standardized procedure is followed — the value of time study as 
a basis for rate setting is seriously discounted, if not made 
entirely valueless, unless machining operations are standardized 
so that the time actually consumed in removing metal can be 
accurately predetermined. 

Standardization of machining operation does not constitute 
an actual part of time study work, but is rather a factor in- 
separable therefrom, upon which the value of time study may 
be said to depend. Removal of metal is a mechanical process 
which, barring accident, depends for effectiveness on the proper 
selection of cutting speed and feed, the characteristics of the 
metal to be machined, the depth of the cut, etc., considered in 
conjunction with the power of the machine. All of these 
elements should be standardized so that, with a knowledge of 
the machining processes to be performed on a given pieceof work, 
the time required for the operation to be efficiently performed 
can be accurately calculated. As in many cases of machining, 
the net machining time is the greater portion of the total time 
for the job, it is essential that it be possible to make such 
calculations with accuracy. 

Dr. Frederick W. Taylor, in his published work, "The Art 
of Cutting Metals," gave to industry the invaluable secrets 
governing the machining of certain metals, the application of 



— 153 — 

which to the metal-working industry has been so extensively 
furthered by his co-worker, Carl G. Barth. Scientific time 
study presupposes a knowledge of the principles of metal 
cutting, when applied to the machine shop, and their commercial 
application. Unfortunately, many attempts are made at rate 
setting for machining operations in connection with which no 
adequate knowledge of metal cutting is available for application. 

In time-study work for rate setting for machining operations 
all the aids and approved short cuts in calculating machining 
times, such as tabulated data, Barth slide rules for predetermin- 
ing feeds and speeds, etc., should be employed. It may be as- 
sumed, therefore, that machine speeds and feeds have been 
standardized, the characteristics of the metal to be cut known — 
approximately, at least — and a knowledge possessed of all other 
factors necessary to establish accurate machining times. In 
making the necessary calculations, it must be remembered, how- 
ever, that the length of the actual cut should be supplemented 
by that of the trial cuts that have to be taken in calipering or 
gaging and the necessary adjustment of the tool for the proper 
depth of cut, preparatory to the act of finally starting the correct 
cut. That is, in the case of a finishing cut on the outside diame- 
ter of work on a 30- or 36-inch boring mill which measures 8 
inches in length, for example, the machining time should be 
figured for a cut of 8^2 inches — the additional V 2 inch being 
necessary for the two trial cuts for the calipering to set ac- 
curately the square-nose tool to depth. Under some conditions 
an allowance must also be made in connection with roughing 
cuts, because of roughness of work. 

The task time for a specific job should include, furthermore, 
the time required to remove the work from the machine and 
this — in the case of Gisholt boring mills, at least — -differs from 
that required to land the work on the boring-mill table. Before 
actually removing the w T ork from the jaws of the chuck, or 
freeing it from the table, the chuck jaws, or the holding clamps, 
have to be loosened. Typical of the elementary operations en- 
tailed and the unit times involved for such operations are data 
listed in Table 19 for Gisholt boring mills of the 30-, 36-, 42- 
and 60-inch classes. The chuck jaw wrench has to be obtained 
from the tool tray, the jaws opened so the work may be removed 
and the wrench returned to the tray. 

If the work can be handled by hand, which, if the piece 
is not of an unwieldly shape, can usually be done provided the 
piece weighs less than 80 or 100 pounds, the operation of re- 
moving the piece from the machine and placing in on the floor 



— 154 — 

calls for, on the average, a lift of about 3^2 feet and a carry 
of some 6 feet or so. These arbitrary distances should ap- 
proximately locate the position of the finished product on the 
floor, in reference to the normal position of the workman when 
at the machine, and were used in taking the time studies sum- 
marized in Table \^A. The data presented are applicable to 
the ordinary line of work conducted in an efficiently laid out 
shop, but if the conditions affecting the operation are abnormal, 
or the work has to be removed to some point considerably 
further from the machine, the unit times should be modified 
accordingly. 

TABLE 19 1 

Detail Time of Operation to Loosening Jaws to Remove Piece 
Gisholt Boring Mills 



Details of Operation 


Size of Machine in Inches 


30 


36 


42 


60 


84 


Number of jaws loosened 


1 

0.035 

0.12 

0.035 


1 

0.04 
0.18 
0.04 


1 

0.045 

0.24 

0.045 


2 

0.06 
0.50 
0.06 




1. Get chuck wrench from tray 

2. Loosen jaws to remove piece 

3. Remove wrench to tray 




Total time to loosen jaws 


0.19 


0.26 


0.33 


0.66 





Tools required: Chuck jaw wrench. 

1 The number 18 is omitted from the list of table numbers presented for the Gioholt boring mills 
3 under such number could be classified the data pertaining to machining time. 



TABLE 19A 

Detail Time of Operation to Remove Piece from Machine to Floor by Hand 

Gisholt Boring Mills 



Details of Operations 


WEIGHT IN POUNDS 


5 


10 


20 


30 


40 


50 


GO 


70 


80 


90 


100 


1. Pick up piece from machine 
remove to floor six feet 


0.077 


0.085 


0.098 


0.114 


0.132 


0.152 


0.174 


0.195 


0.213 


0.23 


0.246 











Note: In landing a piece on the table and removing it by hand, a man walks to the piece six 
feet from machine, lifts 3}4 feet, returns six feet and lands it in the chuck jaws. 

When the work is too heavy or cumbersome to be removed 
from the boring mill by hand, the use of a power hoist for 
handling the piece becomes advisable, if not absolutely neces- 
sary, just as in landing the work on the boring-mill table. 
Work pieces weighing more than 80 pounds entail such procedure, 
as a rule. The operation of removing the work from the 
machine, in such a case, calls for bringing a crane over the work, 
attaching the chain sling or other tackle, hoisting and removing 



— 155 — 

the work from the immediate vicinity of the boring mill and 
then removing the chain sling. Detail times for the funda- 
mental operations involved, other than the time actually con- 
sumed in hoisting and removing the work, with a io-ton Shaw 
electric traveling crane, are listed in Table igB. In Table 
igB-a summaries of the data in the preceding table together 
with the detail time for the actual hoisting and removing of 
pieces weighing from 90 to 1,250 pounds are listed. The tables 
are based on an average hoist of about 4 feet and a travel from 
the boring mill to the landing place on the floor of 15 feet. 
The studies were made with the use of a 10-ton Shaw electric 
traveling crane, but are as applicable to any other type of 
crane of similar hoisting speed and adequate power. Should 
cranes operated at other hoisting speeds be employed, it is 
only necessary to modify the unit times of the elementary 
operation of actual hoisting to make the time tables generally 
applicable — at least for all practical purposes. 

In tracing the process of work on a Gisholt boring mill from 
the preparation of the machine to the removal of the work, 
the elementary time tables have been presented as nearly as 
possible in the sequence of the progress of the work, but in 
recording and classifying time-study data it is customary to 
group operations of similar nature, or operations which have 

TABLE 19£ 

Detail Time of Operation to Secure Chain Sling on Piece to II cist and 
Remove from Machine 



Gisholt Boring Mills 



Details of Operation 


Weight in Pounds 


To 150 


Above Above 
500 1000 


1 . Call crane .... 


Time in Minutes 


1.50 
0.20 
0.43 
0.08 


1.50 
0.20 
0.62 
0.11 


1.50 


2. Crane moved over work 


0.20 


• 3. Loop chains about work 


0.74 


4. Make chain sling taut. 


0.13 






2.21 


2.43 


2.5-7 










_ 


SeeTa 


ble 19 B-a 






6. Remove chains from about work . . 


0.17 


0.20 


0.23 


Total, removing chains after piece has been re- 




0.17 


0.20 


0.23 











— 156 



TABLE 19B-o 

Detail Time of Operation to Hoist and Remove Piece to Floor 

Gisholt Boring Mills 



Details of Operation 



WEIGHT IN POUNDS 



90 



100 



125 



150 



20!) 



250 



300 



400 



500 



700 



1000 



1250 



1 . Secure chains to work 

(Table 19B) . . . 

2. Hoist (about two feet) 

from chuck jaw; 

3. Travel to pile (about 

ten feet) 

4. Lower and land piece 

on pile 

5. Remove chains after 

piece has been re- 
moved to floor 
(Table 19B) . . . . 



2.21 
0.07 
0.11 
0.077 



<\u 



2.21 
0.07 

118 
0.078 



2.21 
0.07 
0.12 
0.079 

0.17 



2.21 
0.07 
0.122 
0.081 

0.17 



2.43 
0.071 
0.125 
0.083 

0.20 



2.43 
0.072 
0.128 
0.086 

0.20 



2.43 
0.073 
0.132 
0.090 

0.20 



2.43 
0.074 
0.140 
0.096 

0.20 



2.43 
0.075 
0.150 
0.105 

0.20 



2.57 
0.082 
0.165 
0.116 

0.23 



2.57 
0.096 
0.194 
0.138 

0.23 



2.57 
0.11 
0.22 
0.16 

0.23 



Total time to hoist 
and remove piece 
to floor 

Total for practical use 



2.643 2.646 2.649 2.653 
2.60 



2.909 2.916 2.925 2.940 2.960 
2. 95 



3.163 3.228 3.29 
3.20 



Tools required: 10-ton Shaw electric traveling crane or power hoist of equal hoisting speed 

to be repeated in an opposite order, together in the same tables, 
or under one classification. For instance, the preparation of 
the machine to start work — landing the work, etc.- — and the 
restoration of the machine to normal condition — removing the 
work, etc.- — would come under one classification. The manipu- 
lation of the machine preparatory to commencing work and 
before various cuts, would be considered one class of work, and 
also the manipulation of the machine at the end of the cut. 
Clamping or otherwise holding the work and loosening and re- 
moving clamps would be similarly classified. Another class 
of operations would include both the setting of the tools pre- 
paratory to machining and the removal of the tools on com- 
pletion of the cut. 

The classification of time study data is a subject quite dis- 
tinct from the taking of time studies, despite its close relation- 
ship, and will be taken up in an appendix following an example 
in the use of the elementary time tables derived from the machine 
studies on Gisholt boring mills. 



CHAPTER XII 

DEVELOPING A RATE FROM FUNDAMENTAL OPERATION TABLES 

AN example in the use of Gisholt boring-mill elementary 
time tables for ascertaining the length of time that should 
be allowed to perform a specific piece of work, or job, will 
serve to demonstrate most effectively the approved procedure 
in the use of such time study data for practical purposes. It 
will also indicate a basis for a convenient classification more 
adaptable to working conditions than the arrangement of 
tables in the chronological order in which they were presented 
in the preceding chapters and afford an appropriate opportunity 
of explaining the approved form of instruction card. 

Typical of the work suited to a boring mill, of a simple 
character, is the machining of a cast-iron bushing of 40-inch 
diameter, 8-inch face and 34-inch bore, the rough casting for 
which would weigh in the neighborhood of 1,000 pounds. 
There would be about half an inch of metal to be removed 
from each surface of the rough casting and the work would 
call for a machine of the 60-inch Gisholt boring-mill class. 
To machine such a piece four major operations would be re- 
quired, dividing the work into two parts — 1st, turning and fac- 
ing one end of the bushing, and 2d, boring and facing the other 
end. 

A standard form of instruction card for recording the in- 
structions and time-study data is shown in Fig. 51, arranged for 
vertical filing, with an index of the task along the right-hand 
edge of the card and a tabulated summary of the time allow- 
ances, also at right angles to the body of the instructions, 
in the upper right-hand corner. The main body of the card 
is divided into a number of vertical columns for convenience in 
posting the time-study data. The first column is provided 
simply for the numerical indexing of the consecutive operations, 
or items, entailed, while the second column is reserved for the 
insertion of the unit times for the necessary tool setting and 
machine manipulation preceding and immediately following each 
machining operation. Then comes the wide column for the 



— 158 — 

detailed instructions, followed by three columns for the inser- 
tion of strictly technical information concerning the specific 
machining operations. The last two vertical columns are 
those in which are recorded the unit times for the various 
operations, as obtained from the Gisholt boring-mill tables. 
The first is for recording the unit times pertaining to prepara- 
tion, cleaning machine, removing the work, dismantling and 
such other acts incidental to the job but not of a productive 
character, and the second column for all unit times involved 
in the actual production. 

An analytical study of the detailed instructions for the 
scheduled items shows that they may be grouped to form, in 
their proper order, the twelve fundamental operations mentioned 
in Chapter VII as common to borning-mill work, with but one 
unimportant change made for greater convenience in compiling 
the instruction card. This variation consists simply in grouping 
the related fundamental operation combinations of setting tools 
and manipulating machine to start cuts and that of manipulat- 
ing machine at end of cuts and removing tools under one general 
heading, "Manipulate machine to set and start," and placing 
this combination of four fundamental operations after the 
operation or operations of machining. The twelve fundamental 
operations are thus reduced to nine, as follows: 

1. Preparing for work, 

2. Landing work in machine, 

3. Making work run true, 

4. Securing work in machine, 

5. Machining, 

6. Manipulating machine to set and start cuts, 

7. Loosening chuck jaws, 

8. Removing work, 

9. Restoring machine to normal condition. 

As the job divides itself into two parts, the foregoing sequence 
of operations occurs twice, but for the acts of preparation and 
conclusion. The preparation — other than the necessary turning 
of the chuck jaws on commencing the second part of the work, 
landing the work within the reversed jaws and closing the 
jaws on the work — is limited to the first part of the job, while 
the conclusion — except for the removal of the work on the 
completion of the first part — occurs on the completion of the 
second part of the work. A few operations not fundamental to 
the preparation and production acts, the unit times for which 
are estimated or derived from experience, are listed as being 
essential, such as procuring job cards, etc., and cleaning the 



159 — 







INSTRUCTION CARD 




SRDfR No. 






m 


'k .- c if 


Si 






* 

1 




I a: 










ft 


t> 


CsSs' 


f% <J 


-ts--^ ■ ) PART 2. 






v; 


h 


NO.OF 


TOOL SETTING 




NO 


FEED 


SPINDLE 


PREPARAT- 


UNIT 


ITEMS 




DETAILED INSTRUCTIONS 


OF 


PER 


SPEED 


TIMEIN 


TIME IN 






MANIPULATION 




CUTS 


REVOLUTION 


R P M, 


MINUTES 


MINUTES 




1: 

3 




Change job card at window 

Return to machine 

Move rail from normal - 5-in (Table 2A) 

PART 1 . TTO1J OUTSIDE DIAMETER AND 
FACE ONE END 








2.50 
1.50 
2.98 






4 

5 
6 
7' 




Set chuck jaws to line (Table 6) 

Hoist & land piece in chuck jaws (Table 11A) 

Make piece run true (Table 12) 

Tighten jaws on work (Table 12A) 








4.85 
6.35 


2.00 
1 .52 


H 

c 


8 


(3.50) 
(1.S6) 


ROUGH TURK (A) 9 in . run (Tool PURC) 


2 


0.08 


4.75 




46.00 


p 


9 


(2.34) 

(1. 35 ) 


ROUGH FACE (B) 3-3/4 in. run (Tool PUKE) 


2 


0.08 


4.75 






p- 
0* 


10 


44, 04 


FINISH TUHI (A) - 8-3/4 in. run 

(Tool PSFA) 


1 


0.375 


3.35 




6.80 





11 


2.80 


FINISH FACE (B) - 3-1/2 in. run 

(Tool PSFA) 


1 


0.375 


3.35 




2.60 




12 

13 
14 




Manipulate machine to set and start cuts 

(Tables 17b-17A-17Ea-17DC-17EB-*-17EA^ 
Loosen jaws (Table 19) 
Hoist and remove piece (Table 19E-a) 










15.99 

0.£c 
3.20 




» w 


15 




Clean table (estimated) 

TOTAL UNIT TIME 
55.60 Machine Time 5'/' 
23.37 Handling Time 28/5 








5.00 






n 


78.97 


6.55 








TOTAL ALLOWED TIME, PART 1 
PART 2. BORE A!.T> FA OS OTHER END 












J i . ? C 






16 
17 
18 
19 




'.'urn chuck jaws end for end (Table S ) 
Hoist and land piece (Table 11A) 
;~- ke piece run true (Table 12) 
Tighten chuck jaws (Table 12A) 








6-68 
6.35 


2.00 
1.52 


3 c+ 


I 


20 


(3.30) 
(l.SG) 


ROUGH EORE (C) - 8-1/2 in. run (Tool PURC) 


2 


0.08 


5.75 




37.00 


\ 


21 
22 


(2.56) 

(1.3t) 

3.63 


KOUGH FACE (D) - 3-1/4 in. run (Tool PURE) 
FINISH BOKE (C) - 6-1/4 in. rundool PSFA) 


1 


0.08 

0.375 
0.375 


5.75 
3.90 




5.60 





23 


3.01 














24 

25 
26 




Manipulate machine to set and start cuts. 

("abler 17A-17A-17Di-17DC-17BA-&-lTFB) 
Loosen jaws (Table 19) 
Hoist and remove piece (Table 19B-a) 










16.01 

• 0.66 

3.20 




27 

28 
29 

30 




Clean table (estimated) 

Move rail back to normal - 5 in. (Table 2A) 

Have job card signed 

Take job card to window to change jobs 








5.00 














2.98 
2.50 
1.50 




■ : a 
















48.19 










Allowance 25f' 








12.06 




W Q, 






TOTAL TIKE ALLOWED FOR PREPARATION 








60.25 




t-*~ 






TOTAL UNIT TIME 
4? .20 Machine time 5% 
23.39 Handling Time 28/5 










66.59 
2.26 

6.55 


35 


i 






TOTAL ALLOT/ED TIME, PART 2 
TOTAL ALLOWED TIME, PART 1 

TO'-AL TIME PER PIFCF. 










1 


77.40 
88.30 


w 


65.70 


— 


11 


z 


1918 


D.V.li. 





FIG. 51 INSTRUCTION CARD FOR CAST-IRON BUSHING 



— 160 — 

boring-mill table on completion of each part of the job, but the 
necessity for their insertion is quite apparent. 

The first two items, changing the job card, or ticket, and re- 
turning to the machine, are essentially preparatory in nature 
and have to be performed but once, so the unit times involved 
- — their values established by experience and, obviously, subject 
to considerable variation in different shops — are entered in the 
preparation time column. The next act, moving the rail from 
normal, is also preparatory to the actual job and has to be 
performed but once, so its unit time — obtained from Table 2A 
of the Gisholt boring-mill data — is entered in the preparation 
time column. 

The fourth of the listed items constitutes the real commence- 
ment of the actual job, but is also of the nature of preparation 
and being necessary but once, its unit time — obtained from the 
data tables — is entered in the preparation column. The landing 
of the work on the boring-mill table is a fundamental operation 
for each bushing, so the time entailed is placed in the unit- 
time column, where the unit times for all productively essential 
operations are posted. Making the piece run true is also a 
fundamental operation, but as the skillful operator could by 
suitable marks on the two chuck jaws, which have to be moved 
to remove the work, avoid the necessity of truing up subsequent 
pieces of similar dimensions, time for the act is required but once, 
so the necessary unit time is entered in the preparation time 
column. However, if very accurate turning were required and 
each piece machined had to be trued, the unit time for the 
act would be posted in the unit-time column. 

The balance of the items listed for work on the first part 
are all fundamental to the work — with the exception of cleaning 
the boring-mill table — so their respective unit times are entered 
in the unit-time column. The various tables referred to in 
connection with the detailed instructions give, in each case, 
the source of the respective unit times. 

The machining operations, Items 8, 9, 10 and 11, require for 
the determination of their respective unit times information 
as to the exact machine speeds and feeds to be used. A knowl- 
edge of the available power of the machine, the kind of material 
to be machined — its physical characteristics — and the cutting 
qualities of the tools to be employed is involved. The available 
power is particularly important in the case of roughing cuts. 
A standardization of machine tools, as suggested by Carl G. 
Barth, in a paper presented before the American Society of 
Mechanical Engineers in 1916, would greatly simplify the 



— 161 — 

determination of the times required for the machining opera- 
tions, particularly if use is made of his slide rules for determining 
the correct speeds and feeds when the diameter of the work> 
depth of cut and the class of material to be cut is known. It 
is necessary to have calibrated the machine tool for speeds and 
feeds and tabulated the data for reference before it is possible 
to predetermine intelligently the time required to perform 
machining operations, in any event, but without standardiza- 
tion and the convenience of all approved aids for making com- 
putations the predetermination of machining times is made 
much more difficult. More time is required for the calculations, 
errors are more liable to occur and the full value of time study is 
not realized. 

In the case of finishing cuts, the available power of the 
machine is of small moment, for there is sure to be sufficient 
power for such cuts, if the power is ample for the heavier 
roughing cuts. A knowledge has to be acquired, however, of 
the proper cutting speeds and feeds for the different kinds of 
tools employed and for the materials machined. Data may be 
determined by experiment, but to be reliable the investigations, 
must be systematic and comprehensive. 

The proper machine speeds and feeds for the various cutting; 
operations, Items 8, 9, 10 and 11, determined, they are entered 
on the instruction card and the length of runs, or cuts, calculated 
and recorded, as shown. In figuring the run for roughing cuts, 
an allowance for undue roughness of casting is advisable, if not 
necessary, while for finishing cuts, it is necessary to allow trial 
cuts for calipering. Two roughing cuts are allowed and one 
finishing cut on each surface of the bushing, so the calculations 
for length of run are slightly involved. In the case of the two- 
roughing cuts over the face of the bushing, one is necessary 
over the full face of the rough casting — 9 inches plus any 
allowance for roughness — and the second over but about 8*4 
inches, as before the second cut is started the face of the casting 
has been reduced by the thickness of the first rough facing cut. 
The mean run of the rough turning tool is then approximately 
9 inches. In calculating the mean run of the rough facing tool, 
even more of an approximation is sufficiently accurate for 
practical purposes. The first rough facing cut is commenced 
after the first roughing cut on the diameter of the casting has 
been started — the thickness of the ring being less than the face 
of the casting — so its run is less than 4 inches, the thickness of 
the rough ring. Similarly, the second rough facing cut is com- 
menced after the start of the second roughing turning cut, so- 



— 162 — 

its run is not much more than 3^ inches. The mean length 
of run for the rough facing cuts may be taken as 3^ inches, 
however, for all practical purposes. In the case of the finishing 
cuts, a ^-inch trial run is added to the actual face of the partly 
machined bushing, making the finish cut run 83/± inches, but 
no trial run is necessary for the facing tool, for any slight error 
can be corrected when facing the other end of the bushing. The 
lengths of the respective mean runs are entered on the in- 
struction card, with the symbol of the particular tool to use in 
each case. With the length of runs determined and the correct 
feeds and speeds known, the unit times for the actual cutting 
operations are calculated and entered in the column of unit 
times. 

The time values inserted in the column headed "Tool Setting 
and Machine Manipulation" are the unit times for such setting 
of the tool, manipulating the machine to start and at end of 
cut and removing the tool, as may be required for the respective 
cuts — the times obtained from the data tables. For the rough- 
ing cuts, two such entries are made as there are two cuts to be 
taken, but for the single finishing cuts one entry is sufficient. 
These tool setting and machine manipulating times are then 
added and their sum entered in the unit time column as the 
time for Item 12, "Manipulate machine to set and start cut." 

The unit times for Items 13 and 14 are obtained directly 
from the data tables and entered in the unit time column, for 
they are fundamental to the work. Item 15, cleaning the 
boring-mill table, is a necessary but not essential act in the 
work. It is customary to make a time allowance for such 
cleaning but once for each part of the job, whether the job 
calls for one bushing or several, as the operator can clean ofF 
his boring-mill table without interfering with the steady progress 
of his work, if he has more than one bushing to machine. He 
would complete the first part of the work on all bushings before 
commencing the second part. The time for cleaning the boring- 
mill table is, therefore, inserted in the preparation time column. 

The unit times for the various items constituting the second 
part of the work are obtained in a similar manner. The 
acts of preparation and conclusion of task differ, but the in- 
structions for the various acts as given on the instruction card, 
with the references as to the source from which the unit times 
are obtained, should make the procedure quite apparent. 

The column headed "Preparation Time" is totaled, and a 
flat allowance of 25 per cent, added to give the time allowed for 
preparation. The column of unit times entailed in the actual 



— 163 — 

conduct of the work is also summed up for each of the two 
parts of the job. To the machine time included in the sum- 
mations is added an allowance of 5 per cent, and to the 
handling time a percentage which is dependent upon its (hand- 
ling time) proportion of the total time required for the job. 
This percentage is obtained from the allowance curves given 
in Fig. 4, Chapter II. 

It will be noted that the handling time allowance for both 
parts of the job is the same, so that the unit time column 
could be summed, up as a whole and the allowance added but 
once, instead of totaling the unit times for each part of the 
work and adding the same per cent, of allowance to each of the 
partial totals. The total result would be the same, but the 
division is regularly made, as if the job called for several bush- 
ings it would be necessary to know the task time for whichever 
part of the work the operator was working on, particularly if 
the job took several days to complete. 

Reference to the allowance curves, Fig. 4, shows that for 
any job in which the time required to complete one piece is 
more than a quarter of an hour the percentage allowance for 
handling time, irrespective of what proportion it may be of the 
total time required for the job, lies between 24 and 32 per cent. 
The longer the work takes, per piece, the nearer the proper 
allowance comes to a mean value of 28 per cent., provided the 
time consumed in machining constitutes the major part of the 
total time consumed for the job. In fact, you might make 
a flat allowance of about 28 per cent, for handling time on all 
machine-tool jobs taking fifteen minutes or so to complete. 
In a shop where all jobs take considerable time, it may even 
be more convenient to increase the unit times recorded in the 
time tables by a fixed percentage and thereby avoid the neces- 
sity of adding a handling time allowance on the instruction 
card. If the preparation time constitutes but a small pro- 
portion of the total time for a job that takes an hour or longer 
to perform, the handling time percentage allowance may be 
reduced to 25 per cent., or the same as the per cent, added to the 
preparation time, so that all unit times may be increased by 
such proportion before entry on the instruction card. The 
addition of 5 per cent, to machine times can also be made 
before they are placed on the card and in this manner somewhat 
simplify the compilations, as well as the appearance of the 
instruction card. 



Appendix I. 


Appendix 


II. 


Appendix 


III. 


Appendix 


IV. 


Appendix 


V. 


Appendix VI. 


Appendix VII. 


Appendix VIII 


Appendix 


IX. 


Appendix 


X. 


Appendix 


XL 


Appendix XII. 



APPENDICES 

PAGE 

Organizing a Time-study Department 167 

Classification of Time-study Data 181 

Instruction Cards 189 

Rate Tables 229 

Investigations of Molding Processes 251 

Rating for Drop-forging Operations 261 

Investigating a Brass Rolling Process 273 

An Unique Control of Variable Tasks 287 

Rating Tasks by Taxing Waste 293 

Rating Sawing-Off Metal Stock 307 

Rating Operations on an Automatic Dovetail Jointer 321 

Wage Payment Systems 331 



APPENDIX I 
ORGANIZING A TIME-STUDY DEPARTMENT 



APPENDIX I 

ORGANIZING A TIME-STUDY DEPARTMENT 

TIME-STUDY work, based, as it is, upon principles which 
cannot fail to be productive of material economic benefit to 
any establishment striving for sound, equitable and productive 
activity, must be handled in a systematic manner, if the objec- 
tive is to be attained. No greater mistake can be made than 
to treat time study as of relatively minor importance or some- 
thing to be attended to when there is nothing more pressing on 
hand. Nothing more pressing can be on hand, for the whole 
structure of industrial activity is built upon the conditions 
which it is the object of time study to standardize. No atten- 
tion at all to time-study work is preferable to attempting to 
carry it on in a haphazard manner. A manufacturer might 
be able to do without time-study work, but to take it up and 
then drop it or sidetrack it for other work invariably entails a 
waste of money, dissatisfaction alike on the part of the workers 
and the management and subsequent decline in the efficiency 
of the establishment. Time-study work is evolutionary in 
nature. Its effects are frequently revolutionary, so it must be 
treated with due respect and accorded the importance it 
demands. 

Even the smallest establishment offers sufficient time-study 
work to keep an expert observer busy for at least six months in 
taking studies and analyzing them, preparing instruction cards, 
setting rates, checking his investigations by production studies 
and indicating improvements in methods and tools that the 
time studies reveal as necessary. And after this work has 
been done, a trained executive is required — advisably the 
investigator himself — to put to effective use the data compiled 
and to continue similar investigations on new processes and 
developments. In larger establishments, the variety and 
volume of work may require the services of a large number of 
observers, etc., in which case it is advisable to effect a time- 
study departmental organization. 

The work of a time-study department, whether it consists 
of one man or forty, comprises: (i) The taking of time studies; 



— 170 — 

(2) the analysis of these studies and the fixing of minimum 
times; (3) the determination of delay allowances for the several 
classes of work; (4) the setting of piece rates or tasks from 
the time studies; (5) the preparation of instruction cards, show- 
ing how the work can be accomplished within the time as de- 
termined by the time studies; (6) the taking of production 
studies to verify the time studies, or to discover errors in pro- 
cedure on the part of the operators, or improper performance 
of the machines; (7) the discussion with the production or 
manufacturing department of improvements in tools and fix- 
tures and of shop practice, that the time studies may show 
to be advisable. 

Before beginning the time studies, a careful survey of the 
work of the establishment should be made to determine the 
character that the time study should assume; that is, whether 
the time-study department should devote itself to operation 
time studies or to fundamental operation studies, as defined in 
Chapter I and illustrated by specific examples in subsequent 
chapters, or to a combination of the two. In general, it may 
be stated that if the product consists of standard interchange- 
able parts, produced by a series of repetitive machine or hand 
operations, operation time studies will be indicated as most 
advisable. For example, typewriter and small-arms manu- 
facture lend themselves admirably to operation time studies. 
On the other hand, if the product is of a variable character, 
few of the individual jobs entailing exactly the same operations, 
fundamental operation time studies will probably be productive 
of the most profitable results. Within this latter class will fall 
most machine-tool work, heavy foundry, the majority of large 
forging work and, in general, the greater part of operations 
calling for considerable power for their performance. If a 
product is in part standard and the remainder variable, it may 
prove profitable to begin with operation studies on the standard 
portion of the product. From these operation studies there will 
probably be available much machine data, which can later be 
supplemented by the necessary fundamental operation studies 
to give complete information regarding all the work that the 
factory will be called upon to do. The primary rule to be 
followed is that that work should be started first which will 
make the largest hole in the job. It is essential that the time- 
study department be made to pay for itself at the earliest 
practicable moment. 

The time study should be under the direction of an engineer 
who has had considerable experience in this work. In the smalL 



— 171 — 

plant this engineer may represent the entire personnel of the 
department and he will take and analyze his own observations. 
In the plant with a time-study departmental organization he 
should make comparatively few observations himself, but should 
devote his energies to the training of his aids and to directing 
the work of the time-study men, who will take the time studies, 
analyze them and, from them, draw up instruction cards for the 
workmen. The studies should all be approved by the engineer, 
however, whose experience will enable him to judge of their 
accuracy and to decide upon the justice of the rates set from the 
observations. The engineer should also determine the character 
of the studies to be made — whether operation or fundamental — 
and lay out the schedule of studies so that they may be pro- 
ductive of profitable results as soon as possible. Prompt 
results will not only facilitate the engineer's work by securing 
the confidence of the management, but will win for him the 
co-operation of the workmen who are very apt to become 
interested in the work, instead of remaining antagonistic, as 
they are very frequently at first. The time-study man should 
be a man of broad experience and of keen insight. 

Another of the duties of the time-study engineer is to make 
such revisions of methods and processes of manufacture as the 
time studies may show to be advisable. A case in point occurred 
in a plant engaged in the manufacture of one of the most 
important parts of a military rifle. The required production 
was so large as to exceed, it was thought, the capacity of the 
equipment employed for the work. At the end of five months, 
however, enough time-study observations had been taken and 
worked up to show that the required production could be ob- 
tained from the existing equipment by the correct manipulation 
of the machine speeds and feeds and by the proper rearrange- 
ment of the equipment. A further gain was then made by not 
allowing one man to operate more machines than he could con- 
sistently keep running. 

At the time the studies were being taken a large number of 
machines were on order, but deliveries were delayed on account 
of the market conditions. As a result of the time-study work, 
it was possible to cancel orders for machines and fixtures -which 
would have entailed an expenditure of close to a couple of 
hundred thousand dollars. 

Prior to the time-study investigation the machines were ar- 
ranged in groups of five or eight, each group operated by one 
man. The time study showed that two of the operations on the 
piece were unnecessary and that by changing the speeds and 



— 172 — 

feeds of all machines a considerably greater production could 
be obtained. In order to secure such increased production it 
was necessary to reduce the number of machines assigned to 
one operator and to regroup the machines. This was accord- 
ingly done, with the result that production was stimulated to 
the required amount — a quite material increase — and the 
operators, by following the newer instructions and procedure, 
succeeded in increasing their hourly earnings by about 60 
per cent, doing so without increasing the severity of their tasks — 
in fact, by following the more approved procedure, their work 
was lightened. The workmen were well satisfied, obviously, 
the management was saved a very considerable expense for 
unnecessary equipment, and the desired production, which was 
the chief consideration at the time, was attained. 

A more obvious example of the duty of a time-study engineer 
to make revision of methods and processes of manufacture 
would be in the case of a boring mill with two heads on a job 
where one head may be used conveniently for the rough turn 
on an outside diameter while the other head is used to take a 
rough facing cut on the upper surface of the work. In such a 
case it will frequently be found that the workman is in the habit 
of setting both tools before starting either of the cuts. It 
is often advisable to set one of the tools and start it cutting 
before setting the second tool and to start the second cut 
without stopping the machine — i. <?., while the first tool is 
actively employed removing metal. Time studies of the two 
methods show a considerable saving of time by starting one 
of the cuts before preparing for the other — when the dimensions 
of the work piece allow such procedure — and attending to the 
setting of the tool for the other cut while the first tool is being 
productively employed. The utilization of machining time, 
when the operator is comparatively freed from task, for prepara- 
tory operations and machine manipulations — when feasible — 
frequently offers opportunities for considerable saving of time 
and a corresponding increase in rate of production. 

A time-study man should be proficient in the trade that he is 
to observe, though he does not necessarily have to be a skilled 
operator. It requires but a comparatively short time to train 
an intelligent man to take observations according to approved 
established methods. It does require, however, considerable 
judgment and experience on the part of the observer for him to 
know whether or not the operator is using the best methods and 
doing his work at his best average speed. Unless time studies 
are supplemented with such technical knowledge, they can be 



— 173 — 

of little real value — are, in fact, practically worthless. Men 
who have had the advantages of a college or technical school 
training, supplemented with some practical experience, make 
excellent time-study men, as a rule. Good mechanics, pos- 
sessed of an analytical mind and a willingness to study, with the 
ability to examine closely into the merits of processes, also 
make first-class observers. These men who have been trained 
in the shops are usually particularly desirable for rating work 
for which the unit times are obtained from fundamental opera- 
tion tables — i. e., time-study data on fundamental operations 
classified in tabular form and available for predetermining 
rates on new work, or work of a similar character. Men of such 
caliber, after a year or two of time study, are fitted to take re- 
sponsible positions in the production department, since their 
time-study experience will give them the most thorough knowl- 
edge of methods, rates and possibilities of the shop. The time- 
study engineer has few functions that are more important 
than the selection and training of these time-study observers. 

In the shop where the time-study engineer is the entire time- 
study department he should at the earliest practicable moment 
decide upon and begin the training of his successor. The 
thoroughly competent time-study engineer is too valuable and 
should be too high-priced a man to be kept constantly at the 
taking and analyzing of observations. If he is to be a per- 
manent part of the factory organization he should soon be 
graduated to a position of larger responsibility. If he is only 
temporary, and therefore more expensive, he should be enabled 
to organize the time-study work and train men to carry it on, 
so that he can be relieved and the expense of the work reduced 
as soon as possible. 

The following is a description of the time-study organization 
of a factory employing several thousand hands and involving 
both wood and metal working. The department is under the 
direction of an engineer who gives his attention exclusively to it. 
He reports directly to the general superintendent and issues his 
instructions to the shop as to methods and rates through the 
production superintendents in charge of the several depart- 
ments. An assistant, or time-study supervisor, reporting to the 
engineer, is in direct charge of the time-study observers and 
computers and is provided with a stenographer to assist him. 
The engineer decides, in consultation with the production 
superintendents, the studies that are to be taken and in con- 
junction with his assistant determines the sequence in which 
the work shall be carried out. The assistant assigns the studies 



— 174 — 

to the several observers, and the computation of them to the 
computer, and after analysis fixes upon the minimum selected 
times and the allowances as shown by the studies. He also, in 
conjunction with the engineer, determines finally the standard 
method for each job and draws up the instruction card for 
issuance to the shop. 

The observer, after taking the time study assigned to him, 
turns his observation sheets over to the computer, who takes 
differences and so calculates the elapsed time for each ele- 
mentary operation recorded. The observation sheets are then 
returned to the observer who, from knowledge he has acquired 
of the operation, eliminates from consideration all abnormal 
readings and who then hands the studies to the computer to 
determine averages, deviations and minimum selected times. 

This work completed, the observer makes up the summary 
sheet that forms the basis of instruction cards. In making up 
this summary, unnecessary elements and false moves on the 
part of the workman that appear in the time study are elimin- 
ated, and the standard practice for the particular operation 
under study is formulated. Operations performed on a group 
of pieces are prorated to the individual piece at this time. 

The summary as completed by the observer shows the 
selected minimum time of the operation. The time-study 
supervisor then takes the study in hand and checks it to make 
sure that deviations and minimum times are correct and that 
the standard of practice as laid down by the summary cannot 
be improved. Having satisfied himself as to these points, the 
supervisor adds the allowance for machine and personal delays, 
etc., and fixes a rate for the job. Next he causes the study of 
the operation to be repeated for a few cycles to assure himself 
of the correctness of all the previous work. This checking is 
quite practical in connection with operation studies, but it 
cannot always be done for rates set from fundamental operation 
studies. In such cases studies may have to be checked after 
rates set from them are in operation, and at times it may be 
necessary to make corrections in the rates. Verification of the 
study having been made, the supervisor passes the study to the 
time-study enginner for approval. Upon its approval by the 
engineer and also by the production superintendent of the 
department in which the study was taken, the summary. is 
sent to the stenographer, who copies it in the form of an instruc- 
tion card for the shop. 

When rates are set from fundamental operation tables more 
dependence has to be placed on the man who makes up the 



— 175 — 

instruction card. Such a man should really be called a rate 
setter and must have had more experience in the trade under 
observation than would be required of an ordinary time-study 
man. Rates set from fundamental operation tables are usually 
for jobs of long cycles and of comparatively few pieces in a lot, 
so there is seldom any time during which a check could be 
taken. With a competent rate setter errors should be negligible, 
for any small error liable to occur forms usually such a small 
percentage of the task time that its effect would be unnoticed 
at the completion of all the pieces. 

The rate setter should also be given authority to put into 
effect such rates as he may compile from rate tables and to 
make any necessary changes after they have been put into effect, 
reporting any such changes to the production superintendent. 

A comprehensive and systematic method of noting, planning 
and recording the work of the time-study division forms natu- 
rally an important branch of the efficiently organized time-study 
department. An excellent system for keeping track of the 
work is employed in the same establishment drawn upon for 
an example of organized .time-study procedure. At this plant 
the work is laid out and assigned to the various time-study 
observers by means of a planning box, or bulletin board, similar 
to that used for operators' job cards in the shop. The planning 
box consists of several groups of card pockets, three pockets 
to the group. These pockets are labeled respectively, "Jobs 
Ahead," "Observations Being Taken," "Observations Being 
Worked Up." One group of pockets is allotted to each man 
in the department, and in it, in the appropriate pocket, are 
placed the work cards of the various jobs assigned to him, 
these being transferred from pocket to pocket as the work 
progresses through the various stages. 

In the "Jobs Ahead" pocket are placed the cards calling for 
studies of the operations on the different parts of the product. 
These cards are arranged in the pocket in the sequence in w T hich 
the studies are desired, and by reference to them the time- 
study observer can tell exactly what work he is expected to 
do next. When he proceeds to take a study, he transfers the 
card from the "Jobs Ahead" pocket to the "Observations 
Being Taken" pocket. When the observations are completed, 
and the study is being worked up, the card is transferred to the 
third pocket, showing to the one in charge of the work that 
the study has been taken and that the computations are under 
way. 

The work cards- are ruled as shown in Fig. 52. The informa- 



— 176 — 

tion given by the card comprises the name of the part, the 
shop in which it is machined and the numbers of the operations, 
arranged in the sequence in which they take place. Reference 
to the progress sheets will inform the observer which of the 
operations on the part called for by any particular card are 
ready for time study. The observer fills in with pencil half of 
the space between the double lines at the top of the space imme- 



21301 CAM SHAFT BEARING CAP GROUP E25AA 


1 


2 


3 


4 


5 


6 


7 


8 


9 


10, 


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FIG. 52. WORK CARD FOR RECORDING TIME-STUDY PROGRESS 



diately below the operation number when he begins the study, 
and transfers the card to the "Observations Being Taken" 
pocket. (See operation 4, Fig. 52.) When the observations 
are completed, he fills in the remainder of the space between 
the upper double lines and writes the date below it. (See 
operation 3.) 

Similarly, when the studies are being computed, the space 
between the lower set of double lines is half filled at the be- 
ginning of the work (see operation 2, second line), and com- 
pletely filled in and the date written in above when the com- 
putation is finished. (See operation 1.) 

At the end of the day all the cards representing jobs that 
were worked on during the day are deposited in a "Jobs To- 
day" box. They are collected from this by the clerk and 
the progress of the work checked on the progress sheet, after 
which they are redistributed to the planning box, thus assigning 
the work for the following day. 

The part-progress sheet that covers the work of the time-study 
observers and computers is shown in Fig. 53. One of these 
sheets is allotted to each part, and the various operations on 
that part are listed as shown. When a study is assigned to an 



— 177- 



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— 178 — 

observer on a particular operation, the space opposite that opera- 
tion and between the double check lines entitled "Time Ob- 
servations Taken" is filled halfway down, as shown for "Opera- 
tion No. 4, Face and Turn Cap," Fig. 53. When the time study 
has been taken, the rest of the space between the double lines 
and in line with the particular operation is filled in, as for 
operations 1, 2 and 3, Fig. 53. Similarly, when observations 
are assigned for computation, the fact is indicated by a half 
check — see operation No. 2, Fig. 53 — which is completed when 
the observations are finished. The preparation of the in- 
struction card and the act of putting it in force are similarly 
noted on the part-progress sheet, suitable double-line check 
columns being provided for that purpose. 

These graphic entries are made on the part-progress sheet 
from information secured from the work cards that are filed 
in the planning board and should be kept up to progress, so 
that the progress sheets will show at a glance the condition of 
the time-study work on any part of the product. If all the 
operations on any part have been time-studied and instruction 
cards issued after computations and put into force, the several 
check columns on the particular part-progress sheet will be 
filled in. If only part of the operations have been studied, or 
only part of the observations computed, or if instruction cards 
remain to be drawn up and issued, a white space left in a check 
column will indicate instantly which operations remain to be 
studied, observations to be computed or instruction cards to be 
issued. Half-check marks show that work has been com- 
menced on a time study, computation or instruction card, but 
not yet completed. 

A somewhat similar record sheet is shown in Fig. 54, by 
which track is kept of the time-study work of a shop department. 
One or more such "Department Progress Sheets" are used for 
a single shop department. In the column entitled "Description 
of Part" are listed the names or symbols of the several parts 
manufactured in the department, each of which has its "Part- 
Progress Sheet," as illustrated in Fig. 53. As the time study 
is completed and the instruction card issued for any part, as 
shown by the check marks on the part-progress sheet, the 
corresponding checking is made opposite that part on the 
department progress sheet. Reference to Fig. 54 indicates that 
five parts are manufactured in Department No. 3, and for these 
the time study is complete and the instruction card has been 
issued for part No. 21,271, "Fly Wheel Complete," that the 
time study has been commenced for part No. 21,301, "Cam 



— 179 — 

Shaft Bearing Cap Group," and that nothing has been done in 
regard to the other three parts manufactured in the department. 

In an establishment in which the majority of time studies 
are operation studies, as in the shop in which the record sheets 
just described are in use, the instruction cards for the shop are 
prepared directly from the summary sheets of the time studies. 
If the nature of the product is such that fundamental time 
studies would be better suited to the requirements of the estab- 
lishment, the procedure followed in the time-study department 
should be somewhat different. The work should be laid out 
by the time-study engineer, as is customary, and the observa- 
tions taken and computed in the same manner. The part- 
progress sheet, instead of indicating operations on a portion of 
the product, however, should list the fundamental operations 
that would be possible upon standard machine tools, such as a 
lathe, drilling machine, planer or boring mill. The time studies 
would be made and checked on the part-progress sheet exactly 
as would be the case were the observations operation time 
studies. 

Data derived from studies, however, would be tabulated and 
filed according to the machine and to the class of work, and the 
instruction cards for the shop would be prepared from such 
tabulated and recorded data. In writing the instruction cards 
for use in the shops, the most marked changes in the personnel 
and duties of the time-study department would take place. 
The time-study organization would necessarily have to be in- 
creased by the addition of an expert mechanic, in the case of 
machine shops, who would possess to a high degree the ability 
to analyze shop drawings and to determine from them the 
best method of procedure to make the part called for. The 
duty of this man would be to reduce his analysis of the method 
of doing the work to writing, subdividing his instructions into 
as fine details as in his judgment would be considered necessary 
— i. e., divide the operation into its elementary or fundamental 
operations, as the case requires. The method decided upon and 
the sequence of operations laid out, the time required for the 
performance of each of the acts entailed in the operation, as 
indicated, would be selected from the tabulated data and set 
opposite the respective elementary or fundamental operations. 
After totaling these items, the necessary allowances would be i 
added and an instruction card drafted for the shop. 

In a large shop there would be one or more rate setters who 
come under the supervision of the planning overseer, but who 
work in conjunction with the time-study division. The in- 



— 180 — 

formation for setting rates is supplied by the time-study divi- 
sion, whose duties, briefly stated, are to take time studies, write 
up instruction cards, compile elementary time tables for stand- 
ard operations and furnish all unit times and standard feed 
and speed tables to the rate setters, to enable them to write 
instruction cards for the less frequently occurring jobs and to 
set the rates for the operatives. 

There should always be, in addition to the rate setters, men 
who circulate among the operatives to assist them to carry out 
the directions given on the instruction cards and to report 
where the instruction cards seem in error and to need correction. 
These assistant overseers of production also set the speeds and 
feeds for the day work operatives. 



APPENDIX II 



CLASSIFICATION OF TIME-STUDY DATA 



APPENDIX II 

CLASSIFICATION OF TIME-STUDY DATA 

TIME-STUDY department, even in an establishment con- 
ducting but a comparatively few simple operations in the 
production of a standardized product, will find it necessary 
to have on hand a pretty comprehensive amount of time-study 
data, if the business is to be conducted with the effectiveness 
and efficiency that should result from the progressiveness which 
proper time-study work will promote. The time-study records 
necessary for a product involving more numerous and more 
complex operations become exceedingly numerous, though the 
various elementary operations are few in number. In fact, 
there are but a comparatively few different elementary opera- 
tions performed in any given trade, but there is a great number 
of combinations in which the few operations may be performed. 
As it is the totals of the unit times for the elementary operation 
combinations which are needed in setting rates for the conduct 
of the various acts incidental to the business, a comprehensive, 
but convenient, system of classification of time-study data 
becomes a question of considerable import. 

Classification of time-study data must be comprehensive, for 
it is essential that the data pertaining to all combinations of 
elementary operations which may be within the scope of the 
business be available, or readily derived from the recorded ob- 
servations. Classification must be according to some con- 
venient system in order that any required information concern- 
ing combinations of elementary operations and their respective 
unit times may be found readily, without the necessity of a 
prolonged search. Otherwise, the value of the time-study de- 
partment may be actually reduced by the very wealth ol 
valuable data recorded but which is not readily available. 
The method of classification must be simple and capable of 
marked and orderly expansion as the time-study data accumu- 
lates, as it is bound to do in any establishment. 

In the metal-working industry (machine shops) it has proved 
most convenient for the purpose of simplifying and shortening 
the instruction cards issued with a job to classify the data 
according to the fundamental operations involved, rather than 



— 184 — 

to attempt to keep fundamentals of different types of machines 
under a special classification. That is, it proves more convenient 
to classify time-study data according to its proper division of 
work than under the particular type of machine employed. 

In machine-shop practice, almost any complete operation (a 
job, or division of work complete in itself) can be divided into 
twelve fundamental operations (a sequence of elementary opera- 
tions entailed in the performance of some definite portion of a 
job) as follows: 

1. Preparing the machine for the work, from a normal 

condition. 

2. Landing the work in the machine, or in place. 

3. Squaring and leveling the work to run true. 

4. Clamping or otherwise holding the work in place 

5. Setting the tools for the cuts. 

6. Manipulating the machine to start a cut. 

7. Machining, i. e., removing metal. 

8. Manipulating the machine at the end of a cut (reverse 

of No. 6). 

9. Removing tools after completion of cuts (reverse of No. 5). 

10. Loosening and removing clamps, etc. (reverse of No. 4). 

11. Removing work, returning it to its original place (reverse 

of No. 2). 

12. Restoring work place to its normal condition (reverse 

of No. 1). 

This general division of a complete operation, arranged in 
the proper sequence of fundamental operations, should be fol- 
lowed in preparing the instruction cards for a standard machine 
operation and forms, therefore, a convenient and logical basis 
for the classification of time-study data. 

For convenience in filing data pertaining to the various fun- 
damental operations it is advisable to assign some arbitrary 
classification letter to the various fundamental operations under 
which to arrange the time-study data sheets, instead of attempt- 
ing to classify the data under the number of the fundamental 
operation (the sequence number of the operation as listed in the 
division of a complete operation). Other letters may then be 
employed to designate miscellaneous classes of information 
correlated to time-study work; special data pertaining to gaging, 
measuring, calipering, etc.; standard process cycles, which 
are in themselves complete operations consisting of elementary 
operations occurring in definite sequence; rate tables, which 
are instruction cards in tabular form covering a complete class 
of work; and for various classes of machining. 



— 185 — 

Preceding this first letter a number may be used to designate 
a general class of work or a type of machine. This first number 
does not have to designate the same class of work or type of 
machine when used in combination with the various classifica- 
tion letters, but in various combinations may have different 
meanings. For example, the number 2 might designate a turret 
lathe when used in conjunction with the classification letter N, 
representing the fundamental operations of preparing the ma- 
chine for the work or restoring the machine to its normal con- 
dition after the completion of a job, and something quite dif- 
ferent when used with some other classification letter such as P, 
which might symbolize the operations of landing the work in 
place or of removing the work from the machine. That is, a 
time-study data sheet bearing the combined symbol 2N would 
mean that it contained information concerning the time required 
to perform either of the fundamental operations involving the 
elementary operations necessary to prepare a turret lathe for a 
job or to restore it to normal condition, the two fundamental 
operations entailing the same elementary operations but in 
reverse order. A data sheet bearing the combined symbol 2P 
on the other hand, would mean it covered information pertain- 
ing to the time required to land work in a machine, or to re- 
move it, by some particular method. 

Following the classification letter, a second number may be 
used to designate the number of the data sheet bearing a par- 
ticular combination of classification letter and preceding num- 
ber. To illustrate, if the letter M symbolized rate tables and 
the number 1 an engine lathe, the combined symbol 1M-5 
would be carried by the fifth data sheet containing information 
pertaining to the time of a complete class of work performed on 
engine lathes. Another example, one which illustrates the scope 
of this method of classification when applied to the systematic 
arrangement of information not pertaining directly to time- 
study work, but correlated, would be a sheet bearing the com- 
bined symbol 1A-2. If A designated miscellaneous information 
and the preceding number a description of the classification of 
time-study data, the combined symbol would identify the 
second sheet of the description of the classification of time-study 
data and indicate that the description was filed under mis- 
cellaneous information. 

The filing of information and time-study data sheets according 
to this system of classification is extremely convenient and 
simple. The information is first filed under its classification 
letter, then under the number indicating the general class of 



— 186 — 

work or the type of machine and, finally, according to sheet 
or page classification in consecutive order. To locate any de- 
sired information, the procedure is to look under the "General 
Contents" for the classification letter of the fundamental opera- 
tion or that designating a class of information correlated to time 
study work, then under the classification letter for the number 
symbolizing the general class of work or type of machine to be 
employed, and then find the page, or sheet, number preceded 
by the proper combination of classification letter and number 
representing the type of machine or general class of work on 
which is given the desired information. There can also be a 
cross reference arranged alphabetically. 

This method of classification may be expanded readily to ac- 
commodate still greater index refinements. For instance, a 
second letter might be used to symbolize the elementary opera- 
tions: such as N for "Loosen nut, lay down wrench." The 
letter should be the initial letter of the part entailing the ele- 
mentary operation, while the preceding number and letter in- 
dicate the general class of work or type of machine and show 
the fundamental operation in which it could be used. 

An approved form of "General Contents" according to such 
method of classification of time-study data would be: 

GENERAL CONTENTS 

Miscellaneous information A 

B 

C 

D 

E 

F 

Gaging, measuring, calipering, etc G 

H 

J 

A' 

Standard process cycles (complete operations with elements in definite 

sequence L 

Rate tables (Instruction Cards in tabular form covering a complete class of 

work) M 

Preparing machine for work or restoring it to normal condition (including such 
acts as changing job cards, getting tools, setting up machines, etc., and 

the reverse) A r 

Landing work in place or removing work (including lifting the work by hand 

or hoist and moving it) P' 

Squaring and leveling the work to make it run true R 

Clamping or otherwise holding the work securely and the loosening and re- 
moving of the clamps S 

Setting tools preparatory to taking a cut or removing the tools on completion 

of cut T 

Manipulating machine to start cut or at end of cut U 

Setting tools and manipulating machine to start cut, or manipulating machine 

and remove tools (a combination of U, V, and G) V 

Machining, removal of metal W 

X 

Y 

Z 



187 



. STANDARD PROCESS CYCLES 
12?. ENGINE BATHES 



l-L-20 



Gaging 



Prep 

Time 



Land& 
Remove 



Clamp 

Worit 



Set 
Tools 



Manip 
Uach 



8 
9 

10 

11 

12 

13 

14 
15 

16 

17 

18 
19 



28 
29 



30 
31 



32 
33 



34 

35 



36 
39 



Change card at window 
Get work and tools 

Run carriage up 

Slide up tailstook and 

tighten 
Turn up tailstock 

Pick up piece fasten on dog 
Land piece on centers 

Turn up tailstock and clamp 

Put tool in post, adjust 
and tighten 

Put cutter in holder /tighten 

Adjust tool (to height) 

TURN 

Thro* out feed, cutter back, 
move carriage to left 

Gage (Mies) 

Start spindle tool to depth, 
throw in feed 

TURN 

Throw out feed, outter back, 
move carriage to left 

Gage (Mies) 

Start spindle tool to depth, 
thro* in feed 



Throw out feed, cutter back 

Cage 

Start spindle (tool at depth 

feed in 
Start spindle tool set for 

depth, feed In 

TURN 



Move carriage to next cut, 
set tool for depth, feed in 



Peed out cross elide back, 
move carriage to next cut, 
Tool set to depth 



Cross slide back, stop 
spindle 

Remove outter from holder 
Remove tool from post 

Locsen and remove piece 

Loosen and remove dog 

Move cross slide back 
Loosen tailstock and slide 
back 

Have card signed by foreman 
Return \rork and tools 



2.00 
5.00 



.12 



.15 
.12 



1.50 
1.50 



.05 



.12 
.10 



.05 



.10 

.06 



.035 
.06 

.035 

.06 

.03b 

.04 
.06 



.03 
.05 



.05 



.05 
.10 



.035 



FIG. 55. — STANDARD PROCESS CYCLE 



Many jobs on standard machine tools call for a sequence of 
operations, which, quite aside from the actual operations of 
removing metal, machining, become standard and may be 
termed "standard process cycles," the respective unit times for 
which are readily obtainable from properly classified time-study 
data. Comprehensive instruction cards for such jobs may be 
drawn up for any particular type and size of standard machine 
tool on which the unit times for the various elements, other 
than those involving actual machine operation, are entered. 
Such a standard process cycles instruction card, an initial de- 
velopment in classification of time study data, for a 12-inch 
engine lathe is shown in Fig. 55, the letters heading the various 
columns referring to the classification letters under "General 
Contents." The elements constituting the cycles, including the 
machine operations, are listed in consecutive order to the left 
of the form and to the right are provided columns for the va- 
rious classes of operations in which the respective unit times 
are entered. 



APPENDIX III 

INSTRUCTION CARDS 



APPENDIX III 



INSTRUCTION CARDS 



TO make practical use of time-study data in basing rates 
for the performance of work and establishing the correlated 
rate of payment for the task calls for a means by which the 
necessary instructions and the information needed by the 
workman to accomplish the task within the set time may be 
conveyed to him. These information mediums are termed 
"Instruction Cards" and are written instructions giving the 
sequence in which the elementary operations of a job should 
be performed, together with unit times allowed for the re- 
spective operations, the summation of which will give the total 
time for the job. The instruction cards should be written in 
as concise a form as possible and still convey clearly to the 
operator the procedure he should follow. Perspective sketches 
and simple drawings assist greatly in illustrating how the work 
should be done and, when feasible, should be made on the 
instruction card. 

For work that entails but a few pieces of the same kind, or 
the consecutive repetition of a sequence of fundamental opera- 
tions but a few times, it is important to impress the operator 
with the plan of procedure by which the rate was determined, 
so that the worker need lose no time in planning his work, 
thereby eliminating one cause for failure to equal the rate of 
production called for. In machine-shop work there may be 
number of elementary machining operations required for a job, 
each of which may call for a different machine speed and feed. 
Unless these feeds and speeds are specified on the instruction 
card the operator might easily fall behind schedule in his 
production through selecting less effective speeds and feeds 
or employing improper combinations. In manufacturing opera- 
tions, where the same job is repeated day in and day out, 
instruction cards need be referred to but seldom once the 
operator has familiarized himself with the sequence of ele- 
mentary operations and with the way to perform the funda- 
mental operations most efficiently, but they form a valuable 
record of how the work should be done. They also serve as 



— 192 — 

important mediums for instructing new operators in the in- 
tricacies of the task and the best method of performing the work. 

Though instruction cards are primarily mediums of instruc- 
tion as to the approved method of procedure in performing a 
definite task, they cannot raise the unskilled worker to the 
plane of the skilled operator, so that workers should always 
be selected with a view to their skill along special lines. For 
machine-shop work entailing only operations on a few pieces 
of the same kind, a more highly trained operator is required 
than for work of a more repetitive character. Men who have 
served an apprenticeship at their trade or have had the train- 
ing afforded in a good trade school should be selected. On 
manufacturing operations which are distinctly repetitive such 
training, though valuable, is not essential, for competent 
instruction, aided by comprehensive instruction cards, will 
make the workers quite proficient in a comparatively short time, 
if they have any mechanical aptitude at all. 

Standard machine tools for all round machine-shop work, 
such as lathes, boring mills, planers, drilling machines, shapers, 
slotters, etc., require the services of a skilled operator who has 
served an apprenticeship or has had a trade-school training. 
The work for these machines lends itself to a very simple form 
of instruction card, as it follows a general sequence of funda- 
mental operations, such as that discussed in the section devoted 
to time studies as applied to a line of machine tools, Gisholt 
boring mills. 

As a matter of fact, any kind of work can be divided into 
similar fundamental operations and classified, but with more or 
less difficulty. For example, hand work on manufacturing 
operations and special machine work call for instruction cards 
which go into great detail as to elementary operations, unit 
times and processes. In these types of work two jobs are 
seldom similar enough to make any extensive use of classified 
data and it is necessary, therefore, to take a time study of each 
job for which a rate is required. Work done on standard ma- 
chine tools and heavy foundry or forging work and similar tasks, 
on the other hand, favors the classification of fundamental 
operation data from which the time and rate of payment for 
any job can be predetermined and a comprehensive instruction 
card compiled from the recorded time-study data. 

In almost any large plant there is sure to be a great variety of 
jobs that may be time-studied and for which rates should be 
set. Many of the jobs would require a different method of 
measuring the performance of the task than would be suitable 



— 193 — 



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— 194 — 

for certain other jobs and the advisable method of rewarding 
the workers for their industry may also vary. This is probably 
best illustrated by examining a number of instruction cards that 
have been employed in a number of establishments where time 
study has been used as a basis for rate setting. Various types of 
instruction cards will be presented, all of which have been used 
in representative plants with excellent results in increasing 
production and decreasing costs. In every instance not only 
was there an increase in the amount of work done by the opera- 
tors, but their earnings were increased, on the average, by 33^3 
per cent. — in many cases the increased earnings of the workers, 
due to their greatly stimulated output, was even more 
pronounced. 

The first illustration, Figs. 56 and 57, are instruction cards 
employed at the Link Belt Company, Philadelphia, Pa., which 
are typical of instruction cards for operations on standard 
machine tools. Fig. 56 gives all the necessary detailed in- 
structions for turning, facing and boring the cast-iron wheel 
shown in the sketch. A Gisholt turret lathe is used for the 
work and it will be noted that the instruction card does not 
list the elementary operations in their proper sequence and the 
unit times in which they should be performed. The unit times 
for elementary operations are placed in small figures above the 
items to which they apply, in order to condense the card as 
much as possible. The machine operations are lettered in 
somewhat bolder characters than the rest of the instructions, 
in order to make them more prominent and for each machining 
operation the exact feed and machine speed is stipulated. 
The unit times are totaled, the proper allowance added, and 
the sum of the unit times and the allowances gives the task 
time for the job. 

Fig. 57 depicts the instruction card lor facing, turning, drilling 
and parting small steel wheels from bar stock, also employing 
a Gisholt turret lathe for the work. The arrangement of the 
instruction card and the thoroughness with which it conveys to 
the worker the needed instructions for accomplishing the work 
in the time set does not differ from that of the instruction cards 
for machining the cast-iron wheels, except in so far as the 
elementary operations vary. 

An important item of information borne by the two instruc- 
tion cards and which should be entered on all instruction card 
setting rates of work is the rate of payment for the work and 
the monetary incentive offered for equaling or bettering the 
task time. At the Link Belt Company, for the type of work 



— 195 — 

covered by the instruction cards, the Taylor Differential Piece 
Work Plan of payment is in force. Under this plan the worker 
who succeeds in doing the work within the task time receives a 
piece-work rate, which is 35 per cent, more than the base rate 
for the work, while the worker who fails to complete the work 
in the task time receives a low rate, five-sixths of the high rate. 
The low rate is also a piece-work rate and, though considerably 
less than the high rate, is substantially higher than the base 
rate, or the amount which he would receive were he working 
on a day-work basis. The instruction cards carry the base 
rate for the work and also the high and low rates> expressed 
not in percentages or in total amounts, but in definite amounts 
as rewards, or premiums, to be awarded for the skill and in- 
dustry displayed. The plan affords a powerful incentive for 
unusual effort on the part of the worker, for he has before 
him the exact reward he will earn for performing a reasonable 
task at a set and reasonable rate, if he follows an approved 
detailed procedure for which full instructions are provided. 
Furthermore, he can count upon a high rate of pay for all work 
completed in less than task time. 

At the Link Belt Company, whenever one of these instruction 
cards is drawn up, a copy is filed for permanent reference and 
frequently reference is made to ascertain elementary times for 
operations of a similar character when making up instruction 
cards for other jobs. Or the instruction card in its entirety 
may be used for an analogous job, provided the instructions 
closely fit the conditions of the new work and the case is one 
which does not warrant the expenditure of the time necessary 
to make up a special rate for the new work. 

The instruction cards shown in Figs. 58, 59, 60, 61, 62 and 63 
are from the Watertown Arsenal, Boston, Mass., and were 
made up entirely from time-study data which had previously 
been collected, recorded and conveniently classified for use in 
making up instruction cards. It will be noted that opposite 
all handling-time items symbols are inserted which refer to the 
time-study data sheets from which the recorded unit times 
were obtained. The times indicated by the figures preceding 
the various machining operations are the unit times required to 
set the cutting tool and for the machine manipulation prepara- 
tory to starting the particular cut. All of these tool-setting 
unit times are summed up and the total entered in the right- 
hand column under the heading of setting tools. The caliper- 
ing, or "try for size," unit times, the time allowed for loosening 
and removing tools, and other similar unit times for handling 



— 196 



S-IS-H-IOOO 
CLASS OF WORK 



INSTRUCTION CARD 



DESCRIPTION OF OPERATION 



557-1 



««TC» f~%'-^— /'4-"j ^ 



0.40 MR 1.66 HR, 



T~A 3 k"'*323*i. I § 



DETAILED INSTRUCTIONS 



VTin,^ 



gm 



3iece in / 



db 



.3 



1.44 ROUGH T'JRH A 






L6Jfes 



2.5C 



1.17 



_JACE 5 



Turn end for end 



(J2Q1AK1 



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Q=H 



■IAi\ T | b92j;ES|2.4C 



1.17 FACE HEAP 



015 



.80 CHAMFER 



JES 



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ftAU|h92teR]1.5t | 



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(2 



U 



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Loosan_i_reCiOve. 



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llciChine tur.e iie.nd fee 



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TIG. 58. INSTRUCTION CARD FOR TURNING AND THREADING 

SCREW 



— 197 





















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operations are also totaled and entered in the right-hand column 
for convenience in separating handling times from machine times 
in calculating the necessary delay allowances. Instruction 
cards Figs. 58 and 59 are for work on engine lathes; those 
shown in Figs. 60 
and 61 are for 
operations per- 
formed on vertical 
drilling and radial 
drilling machines 
respectively; that 
given as Fig. 62 
covers a job on a 
planer; and the in- 
struction card il- 
lustrated in Fig. 63 
is for a long job on 
a floor-boring ma- 
chine. This last 
instruction card is 
unique in the 
length of time re- 
quired to perform 
a single piece task, 
117. 5 hours. 
These six illustra- 
tions of instruction 
cards employed at 
the Watertown 
Arsenal are good 
examples of in- 
struction cards for 
machine-tool FIG - 62. — instruction card for planing 
operations, written CAP squares 

as concisely as is 

practical and still conveying a clear idea of the plan on which 
they were made up. 

At the time these cards were made up and other instruction 
cards to be presented as illustrations from the same plant the 
method of payment-rate setting at the Watertown Arsenal was ac- 
cording to the Halsey Premium Plan. This method of regulating 
the earnings of the workers according to the skill and industry 
displayed in performing their tasks will be described in some de- 
tail in a section devoted to rating methods and wage systems. 





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FOR A I2-IN. MOTOR 



202 



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— 203 — 

In Fig. 64 is illustrated another instruction card from the 
Watertown Arsenal when the Halsey Premium Plan of payment 
was in force. It was made up to govern the making and closing 
of a mold in the foundry, a task for which series of comprehensive 
time studies in the form of properly classified data of unit times 
for fundamental operations were not available. The instruc- 
tion cards list a sequence of elementary operations with the 
unit times for each, as ascertained from time studies taken on 
the various elements, and a generous allowance is added to the 
sum of the unit times to establish the task time. The unit 
times embraced by brackets indicate sequences of elementary 
operations it was believed further study of molding operations 
would show could be combined into fundamental operations 
for which definite unit times could be established. 

The instruction cards presented as Figs. 65, 66 and 67, also 
from the Watertown Arsenal, are for quite different classes of 
work, entailing almost entirely hand work. Fig. 65 depicts an 
instruction card for unloading 92-lb. iron pigs from a flat- 
bottom freight car by simply dropping the pigs over the side 
of the car by hand; Fig. 66, one for a man to unload 46-lb. iron 
pigs from a box car by carrying them to one of the side doors 
and dropping them over the side; while Fig. 67 illustrates a 
card giving full instructions and unit times for a man to per- 
sonally load a cart with 46-lb. half pigs from a pile and cart 
them to a cupola, weighing his load on platform scales on the 
way. 

The instruction cards list the elementary operations entailed 
for the various jobs with unit times determined from time studies 
conducted on the various elements. Preparation time was 
separated from the time allowed for actual productive work 
and in setting rates a uniform allowance of 33^ per cent, was 
added to the preparatory time as determined from the time 
studies and a suitable allowance to the productive time. In 
the latter instance the percentage of allowance differed for the 
three jobs. An allowance of 45 per cent, was added in the 
case of unloading flat-bottom freight cars, but of only 27^ 
per cent, in the case of work in the box car, as the pigs weighed 
but half as much as those handled in unloading the open car. 
The allowance by which the productive time was increased in 
the carting operation was 25 per cent., the pigs being but of 
half full weight and the work less fatiguing. 

The rates as set by time studies were in force for three or 
four years and it is interesting to note that workmen who 
worked on these rates under the Halsev Premium Plan of recom- 



204 — 




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82 



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— 209 — 

pense made a premium, or bonus, of more than 33^ per cent, 
and did anywhere from 1^ to ^% times as much work as they 
did when on day work. These gratifying results, which were 
noted in the reports of the Chief of Ordnance for the year 
1912-1913, however, did not prevent the United States Congress 
from abolishing all rate setting from time-study work as well 
as the Halsey Premium Plan of recompensing the workers from 
all Government establishments. , 

Figs. 68 to 81, inclusive, illustrate several other instruction 
cards from the Watertown Arsenal setting rates for quite a 
variety of handling tasks from time studies taken on the various 
elementary operations involved. Preparation time was in each 
case separated from what may be termed the productive times 
and suitable allowances added to each group. The respective 
instruction cards clearly indicate the character of the work 
involved and the procedure established in each instance. The 
cards are presented more as indications that it is practical to 
time study and rate almost any kind of work involving a defi- 
nite task than as examples of any particular type of instruction 
cards. 

The cuts shown in Figs. 82 and 83 and those in Figs. 84 and 85 
are front and back views of job cards used at the Watertown 
Arsenal in connection with work rated by time studies and are 
forms used in the Taylor System, introduced by Carl G. Barth. 
On the back of the card, shown in Fig. 85, there is a space for 
concise instructions and also a space in which to insert the task 
time, or the time the work should take, and the time basis, from 
which the premium earnings are figured. This form for the 
back of the job card is particularly suitable for work of a jobbing 
nature and where it is necessary for the workman to change his 
job several times during the day. In such cases it is advisable 
to show the rate for the job on the workman's job card. When 
the rates are standard or taken from rate tables, and few in- 
structions will suffice or when an alteration can be made on an 
analogous instruction card to serve for a special job, the in- 
struction space on the back of the card can be used for the 
purpose. There is also a space for the insertion of the standard 
instruction card number. The job card shown in Figs. 82 and 
83 calls for instruction card No. 3056, illustrated in Fig. 65. 

Figs 84 and 8.5 illustrate a job card, face and back, for turning 
and facing a line of standard bronze bushings. It is issued for 
the second operation on the work, as noted on the face of the 
job card, and is to be performed in an engine lathe, information 
which is also given on the face of the card by symbol. As the. 



— 210 



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— 216 — 

operation is a standard line of work it is usually unnecessary 
to give detail instructions as to the procedure in handling the 
work to a workman who has been in the habit of performing the 



INSTRUCTION 


CARD 


DETAIL INSTRUCTIONS 


FEED 


SPEEDS 


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FIG. 88. INSTRUCTION CARD FOR HAND-FEED OPERATION ON A 

CAM-SHAFT BEARING 



operation, other than the data shown on the back of the card. 
When the job is given to a new man, however, the number of 
the standard instruction card for the job should be inserted 
in the space provided for it on the face of the job card. 

The instruction cards shown in Figs 86, 87, 88 and 89 are 



— 217 — 

for the manufacture of automobile parts at the H. H. Franklin 
Manufacturing Company, Syracuse, N. Y., and are of particular 
interest in that the connection between the rate setting from 
time studies and the setting of Colonel Babcock's ingenious 
Control Boards is at least indicated by the operation sheet 
shown in Fig. 90. On the instruction cards proper the funda- 
mental operations, in the sequence in which they have to be 
performed on the task, are listed, with their respective unit 
times as obtained from time studies. The speeds for the ma- 
chine operations and other such necessary mechanical data are 
recorded, as on all approved instruction cards, and the prepara- 
tion time separated from the times which the actual productive 
work should take. To the preparation time an allowance is 
added to care for permissible delays, the percentage added de- 
pending upon the character of the preparatory work. To the 
time that the actual productive work should take, as established 
by time studies, an allowance is also added which is dependent 
upon the percentage of handling time involved. The totals of 
the preparation time and that the actual productive work should 
take, so established, become factors in the derivation of the 
premium base time for the job, upon which the earnings of the 
workers are calculated. The premium base time is 66^ per 
cent, greater than the task time, or ideal time, and is so entered 
on the instruction sheet. A strong incentive to better the 
premium base time is afforded in that for any time the worker 
saves on such allowance time he is paid for one-half that time 
at his regular hourly rate. 

The use of the rates thus set by time studies in the setting 
of the Control Boards is quite apparent from the operation sheet 
shown in Fig. 90. This form, besides giving a concise descrip- 
tion of the operation, the location of the machine to be used 
and the symbol of the machine, carries the information of the 
time each operation should take, as given by the task, or ideal 
time on the instruction card, and also the number of days ahead 
of time the specific operation should be completed to make the 
particular part available for subsequent assembly or other work. 
From this complete information on the operation sheet the 
Control Board can be set up so that a job card can be issued 
to an operator to start work on the operation with the reasonable 
certainty that the instruction card will enable him to complete 
the task within the time allowed by the time study and so 
assure that smooth progress of work through the shops so 
necessary for economical and efficient manufacture. 

Instruction cards for work of quite another character are 



218 — 





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ja , ."i H .".-(rFTn+') x '- M 


i. 30 










W 
CO 
CD 


r-l W 






s w 










U 

ft 

P. a cs 


«<CM 


bo 
S3 




z ' 


3 
Z 


Change card at window 
Take to window 
Set up drill press ad 
select tools 


Assemble fixture to ci 
Land cap and fixture < 
Spindle down and loca 
DRILL (1st #47 hole) 
Move cap, spindle dowi 

and locate 
DRILL(£nd #47 hole) 
Remove fixture 
Land cap In pan 


2 B 

C O 

60 T3 

~« c 

CO — ' 

r. 

<t3 

V. o 

O 
0) 

a- <E 
CJ>E-I 


t3 
C 
00 
» 

c 

a 

o 

o 




rH 




| ■ 5 




; 








— rfun uj e> O) — cncj r-i 

1-1 r-l 


rH rH 

















H 

I < 

Cm 

d ° 



— 219 — 

shown in Figs. 91 and 92, i. e., unloading coal barges at the 
wharf of the Winchester Repeating Arms Company with the 
aid of clam-shell bucket-hoisting tower, belt conveyors and — for 
ground storage — a Lidgerwood cableway. The instruction cards 
give rates for handling two kinds of coal, and a gang of fifteen 
men are required to unload a barge, ten of whom are required 



PREMIUM 


INSTRUCTION CARD 






'"- 


""" 






1 


%lk to Station. 5 man. every 5 hours* 









10.00 




2 Engineerflt 2 helpers, 2 beltmen* assist- 
ed by 2 firemen; grease and oil all rcachin 
eryi belt6» etc* 2 firemen also get up 
steam if recossnry 
1 Forer.an or steam winch 
operator assisted by 1 
trimmer* rencve hatcher:* 
etc. 

20-min» every 5 hourtw 








■-.0.00 


3 


UNLOAD* bargee, averago COO long tons or 

17 92000 lbs. Unloading limited by con- 
veyer capacity of 100 long tone per hour or 
~<74C lbs. per minute — time to unload 








60.00 


i 


V/nrp barge by steam winch* don* by foreman! 
1 trimmer t and Hoieter fireman* . 

Averago allowaooc 11 tir.ee X 3.00 








33.00 




Trim - barge load to grab bucket dene by 
foreman and regular trimmer and 5 e:rtra trim 
mere put in hold when bar^o is half unloadc 
Use f 6 sq. point shovel for bottom* and # 5 
round point shovel for top trin- 


:. 








HHCM «0.. CVNOTII 00. t . 


B.TI 












■ r 


--3 c- 






5/3/17. 


D. V. K. 


H 




c 
z 




:m 


c: b 








m 


r " 


fcr 




- -n 








? 


OS 


o 




S 


* * s 




8 






















Barge- 




™ 






i 






1? 1 




'•■Bunkers 

n 

















5 


I- 1 


O 






_ , — -— i < 


L_ 




S 


^!^_ L. 






&S 


CO 


* 










as* 1 


's ,. 










e 


O 




? • 










6 


7.'nlV to clock & rir.e out 5 ]::in. evfiry Shrs 




- 


ho. 




■ Time for 17?rc00 4 for 12 1/f. r.ei> 








s&y.-"' 




i Time for' 1000 *for 12 l/'£ i.ien 








.3*7 




. " " 1000 ;f or 1 ran.. 








4.6 




tlote: The sace rien shall bt assignee! as tr 


•arsars 










Die foremen chall operate the M.eam 


.1 ch, 










shall promptly ar.d quickly warp the i.-argc 


nc. 




' 






get into the barge and trim. 












BOTE: 10 men for the entire time on the'job 


lluE 










5 men for half the time equals 12 1/n men f 












the entire job- 











FIG. 91. INSTRUCTION CARD FOR UNLOADING GAS-COAL BARGES 



throughout the entire operation. The coal is removed from 
the barges by the clam-shell bucket and, when about half of the 
coal has been removed, the five additional men are required to 
trim the coal from the sides and corners to the center of the 
barge in order to enable the bucket to close on the coal. The 
clam shell discharges to a belt convevor that carries the coal to 



220 



a second conveyor, which in turn discharges to any of several 
coal-pocket compartments. When the coal pocket is filled, 
the Lidgerwood rig takes coal from them and piles it in an 
adjacent storage field. Two time studies were taken of the 
coal-handling plant while in operation, one when unloading egg 





PREMIUM 




INSTRUCTION CARD 














NO 














1 


Walk to Station. Brain, every 5hours. 








lu.co 


2 


2Engineers, 2 holpera, 2boltmen, assisted 
2 firemen, grease and oil all machinery, 
belts, eto» 2firemen also get up steam 
if necessary. 
1 Foreman or r.team ninoh 
operator assisted by 1 tri 
mer, remove hatohes, etc. 
20min. every Shours. 


by 

1 — 






40.00 


3 


UNLOAD, barges, average SCOlong tons or 
17SJ000lbo. Unloading limited by oonveyor 
capacity of lOOlong tons per hour or 3740 
lbs. per minute. — tine to unload. 








80. P0 


4 


Harp barge by steam wineh, done by fcreiia 
1 trimmer, and Hoistor fireman. 
Average allowance 11 times X 3.00 


\t 






33.00 


5 


Trim - barge load to grab bucket done by 
foreman and regular trimmer and 5 extra 
trimmers put in hola when barge is half 
unloaded. Use v6sq. point shovel for 
bottom, and /5round point shovel for 
top. 














5/3/17 


D. V. U. 






c 
2 




\& 


." c 








i 


M 








is •s 










' 







i n 








1 


1 


Barpe 


s 


il 


£ 




ft 


ts 










—Bunkers hfi 
1 — p& 












-9 W 


c+ 




^ 


l 


T. j 




■ S-. <— <4- Z< ! ji 


1 1 J 


:-^ v , ' 


>&•• 4 




M 












s 


tft? 


V* 


'■J 


1 




* 












i5 


3 


4 


.f ; 




























6 


Walk to clock 4 ring out 5 min. overy 5hi 
Time for 1792000^ for 12 V2 men 








10.00 










>7J. 


1 


" " 1000 s " 12 V2 " 












". " 10007"-' * 1 man 












theoretical tiz.e per unit in .minutes. 












KOTG The same mer. shall be assigned as 


trim 


re. 








The foreman shall operate the otec 


a win 










shall promptly and quiokly warp V 


a bar 


c and 








get into the Large and trim. 












IIO^E: 10 men for the entire time on the 












job plus 5 men for half the time 












equals' 12V2 men for the entire 












job. 











FIG. 92. INSTRUCTION CARD FOR UNLOADING STEAM-COAL BARGES 



or gas coal and the other when handling steam coal, instruction 
cards from which were compiled as illustrated. The nature of 
the work called for a somewhat different procedure in taking 
the studies than that which is ordinarily followed in taking 
time studies of less complex nature, such as the standard pro- 



-221 — 

cedure for time studies on operations in a machine shop. Acts 
or collections of fundamental operations which were found to 
be common to the work as a whole were grouped, as listed on 
the instruction cards, and average times taken for group opera- 
tions, rather than the customary procedure of dividing the 
work into either elementary or fundamental operations by the 
various members of the gang and taking time studies of such 
acts. 

A good example of the procedure followed is apparent from 
a consideration of the second item listed under "General 
Instructions " on the instruction cards. This item, operation 
or group of acts is of a preparatory nature and precedes the 
actual work of unloading a barge. Two engineers, two helpers 
and two beltmen, assisted by two firemen, oil and grease all the 
machinery equipment. Two firemen get up steam, if it is 
necessary, and the foreman of the gang or a steam-winch 
operator, assisted by one of the men subsequently to be em- 
ployed to trim the barge, removes the hatches and performs any 
necessary incidental work on the barge. Obviously all the acts 
which may at times be necessary to discharge the preparatory 
work cannot be resolved to a sequence of fundamental opera- 
tions, in the natural course of events, and more accurate time 
data can be secured by considering the whole work of prepara- 
tion as a unit and an average time selected for the task than 
to take studies on the acts performed by the various individuals. 
Of course, the average time should be representative of the ef- 
fective co-operation of the various members of the gang when 
they are working together and discharging the task efficiently 
Studies and instructions to the individual men may be necessary 
before such a condition is realized, but still the study is one of 
group action in a more or less variable operation rather than 
a standardized procedure in the performance of a definite task. 
Averages, rather than times for sequences of correlated funda- 
mental operations, govern the time the work should take. 

The times which should be required for the various classified 
groups of operations listed on the instruction cards were arrived 
at by similar combinations of time-study procedure and the 
recording of averages for group times. Times for widely dif- 
fering activities had to be selected — walking to stations, prepara- 
tory operations required before and after unloading, actual 
unloading, warping the barge, trimming the coal and walking 
to the clock to ring out. 

The rates arrived at for unloading the barges and storing the 
coal formed a basis for the Halsey premium payment system, 



— 222 





INSTRUCTION CARD FOR OPERATION. 2 u J v 1-1/2 dip 



w$ 



DESCRIPTION OF OPERATION 



Bore. 



Change card 



Hudv ins trust ion card and drawing 



Put 2 CSP 1x1.3/8x7 on table, 1" face down, 1-3/4 



'aparjt 



Put CBL 5/8 x a in slot 



Assemble drills & sleeve3 



Raise or lower head 



Change speed & feed 



Put piece on CSP, counterbore end up 



Level up to set lines - all around 



Clamp with CBL 5/8 X 8, CCFF-X & CSII 5-1 A" 



TJOT-g ■ Clamp over exhaust ol top of base from side 



opposite pilet valre bo; 



Put in PJB 2' 



Start machine & move head &. an 



Countersink end cf core central 



Stop machine, change to PJUT 1-7/16" & BSSC 3-4 



Start machine 



Rough bora to 1-7/lfi" di^jnetei 



66.8 

e-B- 



Stop machine, change to TDIVJ: 1-31-/S4" 



Start machine 



Semi-finish bore to 1-51/64" diameter 



Stop machine & change to DRFU 



Start machine 



Fini3h ream 1-1/2" diameter 



.064 
-7T 



66.8 
■2-3- 



Stop machine, gauge a measure 



Change to DSFU 1-1/2" 



^2L 



Put in DCBF 2" & set central 



Meamire rtiata.ina from line to too of k1v» 



Start m gichine 



WHEN MACHINE CANNOT BE RUN AS ORDERED, MACHINE BOSS 
MUST AT ONCE REPORT TO MAN WHO SIGNED THIS CARD W 



223 



DM 11 






SYMBOL 


INSTRUCTION CARD FOR OPERATION. 2 u V 1-1/2 u 


1 P 




2 8HEET9. SHEET No. 2 


DRAWING No. MACHINE No 

10017 D 17 iH J 


V 1-1/2 


"OHDRTKo. 

u 




MATERIAL 
C. I. 


CLASS No. 

13 


PIECES IN LC7 TIME FOR LOT 


BONUS 


1 




nESCRtPTION OF OPERATION 


t 

i 
3 


DETAILED INSTRUCTIONS 


,..„ 


.„.» 


T '"c'i" 


Tim FOB 


'^*H" 


Bore 2" diameter, 2-l/i" deep *= distance from 
line to top of valve 


_ 2 3 


3.88 


5 A 


3 

4 

6 

7 


Stop machine, gauge and measure 

Change to DSP 1-3/8 x 8 

Put in DCC 20°:!a-3/8" & set to chamfer l-l/2"bore 

Start machine 


1 


.30 

.37 
.30 
.02 






e 


Chamfer 1-1/2" tore 


EP 2 B 


.20 






n 


Stop machine 






.02 






11 


Set cuttex so that top end of taper is ll/L6 n fro 


m bar 




.68 






is 


Start machine 






.02 






IS 


Bore chamfer in 2" end 


HP 


2 B 


.60 






14 


NOTE:- Bore to depth of finish 'line. 












15 
lit 


Stop machine & take out DSP & DCC 






.12 






17 


Loosen & take off clamp 






.16 






IP 


Take piece off machine & put in tote box 






.10 






M 


NOTE:- Stand pieces on end in flut tote boxes. 












21 
12 


BO NOT pile one on top of another. 












33.82 


.80 


IS 


10j6 on machine time 27.73 






2.77 






ti 


40£ on handling time 6.09 






2.44 


.32 




26 








39.03 


1.12 




a« 


Disassemble 5.00 












se 


Time for lo^ = (Ho. pes. x 39.03) + (5.00 + 1.12 + 


L5.87 


) 








30 
SI 
99 

it 

31 
36 

37 


Time for 40 pieces ~ 1583.19 or 264 tenthB . 












WHEN MACHINE CANNOT BE RUN AS ORDERED, MACHINE BOSS 


„q»T« 


DA, 


«« | .,.»> 


c«o«o 




MUST A.T ONCE REPORT TO MAN WHO SIGNED THIS CARD ^ 


5 1 8 


13 J 


B 



FIG. 93. INSTRUCTION CARD OF TABOR MANUFACTURING 

COMPANY 



— 224 — 

the effect of which upon the speed and economy of handling 
the coal was quite marked when compared with the former 
records under day work. When the men were paid at a day- 
work rate they were more or less dissatisfied with their earnings 
and made little attempt to exert themselves. The average rate 
at which the barges were unloaded on day work was 60 long 
tons per hour. When the men were rated and the premium 
payment put into effect, the first seven barges were unloaded 
at an average rate of 87 long tons per hour, an increase of 45 
per cent. Since the men have been on rate they have exceeded 
the set task rate by about 10 per cent, and in consequence 
have earned about 45 per cent, more than they formerly did 
on day work. 

The instruction card shown in Fig. 93 is an example of a 
comprehensive form employed at the Tabor Manufacturing 
Company, Philadelphia, Pa. It is made out for a drilling- 
machine job, the operation being to bore a part designated by 
symbols. The operation is the second one on the part and the 
various elementry operations entailed are listed in consecutive 
order on the instruction card. Where tools are called for they 
are designated by symbols and the feeds and speeds for all 
machine operations are also specified on the instruction card 
by symbols. The unit times for operations performed only on 
the job lot and those performed on each individual piece of the 
lot are kept separate so that the time for the lot or other unit 
can be calculated readily. The time for the lot or other unit 
is placed on the instruction card, following the summation of 
unit times, etc. 

At the Tabor Manufacturing Company it is the practice to 
have instruction cards drawn up in a rough form by an experi- 
enced rate setter. These drafts are then turned over to a clerk 
who ascertains the unit times from recorded and classified time- 
study data and executes the instruction card in its final form. 

A machine adjuster's instruction card used at the Winchester 
Repeating Arms Company, New Haven, Conn., is illustrated 
in Fig. 94. This is an example of a piece-work-bonus instruc- 
tion card where there is in force a plan of bonus payment which 
will be described in some detail in a subsequent section. Such 
an instruction card is issued to the machine adjuster caring for 
the equipment employed for each machine operation, the exam- 
ple illustrated covering the first operation on the back magazine 
case of an Enfield rifle. The card should carry detailed instruc- 
tions as to what the machine adjuster should do, the base rate 
he is to receive for doing it and the bonus he is to receive for 



— 225 





IT 
W 

z 








PRUJTNG C F. Machine 




Machine Adjuster Pieoe 
Work Hour 






£ 


1TB 

r the 
r the 
• (4) 
ip the 

11 

•bonus 
;he 

'or at 






UN , T Hrs.ln exoe38 of 2xShop 






a; 






36 




- 




* 


ain. 

iled 
to 8 
take 
tool 

ort t 

lme* 

nea aj 

ar da 

of 2. 
paid 

be p 








2 




£ 


•H t>> a*a©^o5bto t, 

d^o a DdvuiH p n 




J 0.075 






r- 


. &~ £ £ uT% w £ jl * £ 1 


5 a 




8 


b 

i 
i 

1 


Machine Adjuster shall ad v 
and see that the machines are 
kept In good operating oonditi 
machines with full primer rest 
empty ones. He Is to secure e 
four priming machines, to make 
machines running and to elimir 
An adjuster will look af1 
be paid a bonus in addition tc 
For all piece work hours 
faotor) x Bhop running hours h 
bonus rate 8-075 per hour. 

If Tc Total Group Pieoe V, 
K = Bonua Faotor 
W = Hours Worked by Adj 
E •= Bonua hours earned 
H = Shop hours 

Then (^ s K> W = E- Bonu 


u 

3 

a 
•*> 


5 


3 r-* 


Sji 

















w 

M 

O 
< 



Pi 
C H 



q 

< 

O 

H 
u 

D 
Pi 
h 

CO CO 

2 D 
T ^ 

IT) 
ON 



Crucible Spring P4:W12"Auto Uil 

-.■AT...., steal I la Ji CT ., 15616 , 



Hi r-f 



-Ul-^ . ft *J a B ^ t- 



o a o o 



I o c 

tl o _ . 

^ *-> « v. 

• Vl -H *» S T) 

^ »T3 »> C 

m o i — 

•►> v. i 



■* a,c - 
a" o o 

*> h o 

C P. a > c 



D U) 



u a 
o □ 



fa u a -h 
a c (fl c 
u-h a, o c 

*» a h P. B 
a a o a 

3 c O.TJ o a 
*-»-h o c -t-' c 
T> £ a) -rt 



o dS 
eS oj H 



' *> -rt a in 



1: 



■rs tJ a 
c c a » o 
3 a » *> ♦» 



■H C <3 

• a on 
a P> 

- H 

O 3 

V '0 

■a *> 
o o 



60. 



BACK MAGAZINE CASE mstlBLD 



Rough kill Right Side 



SOL* 
107 



Jgonuo;^ 



:00775 
B onua 






o 



226 



keeping his machines in good running condition and for the 
amount of good work — which is largely dependent upon the 
condition of the machine — that is turned out on the machine. 
Fig. 95 illustrates a somewhat more complex form of piece- 
work instruction card issued to the adjuster and tool setter 



PREMIUM 






INSTRUCTION CARD 






„., .... 


1. 


Change ticket at window 




2.00 




2 


Get work and tools 




6.00 




3 


Set up machine 




9.00 




4 


Pick up piece, place on oentera 






.055 


b 


Start work and table 






.040 


6 


GRIND A 2 Passes work 200 R.P.M. Table let 










Cone elow <i$" Str. 6.45" per mln. 




. 


.350 


7 


Stop machine and remove piece 






.045 


8 


Allowance for regrindlng piece .815xl/lb 






.052 


9 


DresB wheel 2.50x1/25 




: 


.100 
.644 


10 


Have ticket signed by foreman 




1.50 




11 


Move work to Inspection 

PREPARATION TIME 




1.50 




20.00 


12 


1.350 (Men. Time) Power Seed at t% 






.068 


13 


.294 (H'dling Time) #10 Curve at Bb% 


] 


.250 


.962 


14 


Allowance for washing and oiling at 3/i 




i 


.059 


.02 




d«ii 


5IG.ID 






c 




CO 


.•o 


""««o" "*" W "° *""'"' 


9/28 


D.V.M. 


, 


s H 


z 


■o 

si 






....« 




















-■--■;; Sf > 


c 


1 


o J 


►1 




S »1 


?e* 




pi.-fr--\ & 








<T> 


* 


o 


■a 




v; 






h* 










-^--: J fe 














13 


td>- 


A 1 


•0 

^1 











cr 
o 
P. 


Ul 






8 




F-; II f* 








U> 


H 




JO. 








s 






to 






L,J 


<M 


ro 


= 


s 2 a 


o 

o 


Approx. Depth of Cut a 008 g 


»-, 


o 


5 


3 
0) 


c» 








= 


a 


=»= 


a 





FIG. 96. — PREMIUM INSTRUCTION CARD FOR TOOL DEPARTMENT 

caring for a certain number of special machines, also in use 
at the Winchester Repeating Arms Company. It itemizes 
the operations the machine adjuster and tool setter is to per- 
form and shows in algebraic form the bonus rate he shall re- 
ceive for all piece-work hours output in excess of a stipulated 
amount. 

The premium instruction card illustrated in Fig. 96 is of a 
form used at the Winchester Repeating Arms Company for the 
department in which the small tools used in the manufacture 
of regular product are made. It differs from other machine- 
operation cards principally in that it is for work which is done 
only occasionally and in relatively small quantities, so that 
special time studies for rate setting would not be warranted. 



— 227 — 

The sequence of operations are planned by a skilled rate setter 
familiar with the type of work and the unit times for the various 
elementary are obtained from classified records of previous 
time studies. The work is placed on the Halsey Premium Plan. 



DATE 


Employee's No. & Name 


TOTAL 
ELAPSEO 

TIME 


MO, Of 

PIECES 
FINISHED 


Averand 

Time Per 
Piece =V 


% MADE 































































FIG. 97.— RECORDING FORM ON BACK OF PREMIUM INSTRUCTION 

CARD 

On the back of the instruction card a recording form is stamped 
(Fig. 97) for entering the accomplishment under various dates 
and different workers. The total time elapsed, the number of 
pieces finished, average time per piece and the percentage of 
premium made are recorded for each time the job is undertaken. 
The rate of payment is not placed on the card, as this may 
vary from time to time. 



APPENDIX IV 

INSTRUCTION CARDS IN TABULAR FORM 



APPENDIX IV 

RATE TABLES 
INSTRUCTION CARDS IN TABULAR FORM 

TIME studies taken of any but very special operations or 
equipment — even such studies, not infrequently — usually 
supply very valuable information for much more than the 
special operation upon which the study was taken. This is 
particularly true of machine and operation studies in the 
machine shops of the metal-working industry. The data so 
secured should invariably be systematically classified, tabu- 
lated and filed for reference according to some comprehensive 
method, such as that described in Appendix II. Such time- 
study data is invaluable for guide and information in compiling 
instruction cards and when arranged in suitable form on a data 
sheet may even serve as instruction cards in tabular form. 

This use of rate tables as instruction cards is essentially ad- 
vantageous when parts are made up in small quantities, the 
entire number of pieces required taking but a comparatively 
short time to complete. In such cases it is obvious that if the 
workmen are to be kept busy they should change their jobs quit 
frequently. If there is any attempt made to rate the work, 
there should be provided means by which the workman can 
secure instructions for his next job with the least possible 
delay. In order that this may be possible without having a 
time-study department of an unwarranted size for the number 
of workmen employed in the shops, the drafting of the necessary 
instructions to the workmen must be expeditiously done. 
The compilation of instructions is most readily performed by 
direct reference to well tabulated rate tables. These tables 
should be made up in such form as to show the detailed ele- 
mentary operations and corresponding unit times, or, in other 
words, in the form of an instruction card embodying a sketch, 
when possible, to illustrate more clearly the nature of the 
operation. 

Such time and rate tables in tabular form may be classified 



— 232 — 

under two general headings: ist, rate tables covering a line of 
product varying in size but otherwise similar, and 2d, rate tables 
covering the entire line of work that can be performed on a 
machine. 

An example of the first class of tables would be tabulated 
rates on a certain line of bronze bushings varying in size from 
Itt to 9 inches in diameter, 2 to 7 inches in bore and from 2 to 
16 inches in length. In the rough, such bushings are furnished 
cast with a cored hole and a definite amount of metal left on all 
dimensions for finishing. A systematic series of machine-time 
studies on a Warner & Swasey turret lathe for pins and bushings 
would furnish the data for a rate table of the second class. 
The variety of work for which this machine is suited is limited 
and time studies could be taken and rate tables compiled in a 
comparatively short time that would cover the entire line of 
work which could be performed on the machine. 

Figs. 98 to 104 inclusive illustrate rate tables of the first class 
and furnish all the data and information necessary for issuing 
instructions to the workmen to produce a line of standard 
bronze bushing from the rough-cast state in two operations. 
The first three tables furnish the data for the first combined 
operation of boring and facing one end of the bushings and the 
other four tables the data for the second combined operation 
of turning and facing the other end of the bushings. 

To illustrate the use of these tables in rate setting and the 
procedure followed in issuing instructions to an operator, it 
may be assumed that a rate is required for finishing a standard 
bronze bushing to the dimensions given in Fig. 105 from a rough 
cored casting, the dimensions of which are also standard and 
given in the illustration. 

Familiarity with the work or reference to the rate tables 
would indicate that the standard procedure would consist of 
two operations (combined operations): ist, boring and facing 
one end of the casting on a 21-inch Gisholt turret lathe, and 
2d, turning and facing the other end of the casting on a 24-inch 
Reed engine lathe. 

Reference to Fig. 98 shows that the task time for boring a 
3-inch hole and facing one end of the casting — the length of 
the finished bushing being 5 inches — would be 16.98 minutes. 
The number of cuts required and the shape of the tools to be 
used are also given on the rate table, and in the column for 
bushings of 3-inch bore are given the speeds and feeds that 
should be used for the different cuts. The instructions that 
would be given the operator with his job card for such a task, 



233 



OBSERVATIONS OF HAND WORK ON.TMlfflSt UTHB 21'- 
TIME FOR pogcs * PAoiiJo BUBumo upoHZfe. 



Bushing 
Eortn^ & 
Faoing 



OBSERVER'S NAME, 
WORKMAN'S NAME,. 
WEIGHt . 



MACHINE,. .GiBholt Turre t Lath e Ho. lOLt. 
OATE..... ... ..WECt 



IBS. 



p. a 



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W) CO oo 



Sal 3 II II I 



a-M-7 



FIG. 98. — RATE TABLE 



— 234 — 







OBSERVATIONS OF HAND WORK OfT . 

TIME FO R FAG ING_ BU.SHING 


... . 

TURRET LATHE .SI" 

-EXT.RA....LMG.TtL 


OF RUN BRONZE. 


Bushing 
Facing' 


OBSERVER'S "£«" MACHmr Gisholt .„Turr.3t.„Mthe.:ilO..L.i 


WORKMAN'S 


NAME, ._._ „ _ I 


)ATE,...S./21/.12. p 


IECE, 


WEIGHT, 


LBS. 








"1 


i 




\ 




1 


^ 








T 




■ 




' 




2 




\f 






FACING FLANGE BUSHINGS' EXTRA LPGTH OP RUN 


SPEED 


149.5 


117.3 


98.5 


02.6 


66.3 


55 .3 


46.75 


38.7 


FEED 


0.0208 


0.0209 


0. o?.no 


0.0208 


0.0208 


0.C200 


0.0208 


0.0208 




TASK TIME IN MINUTES 


<! 
■x. 


I /4» 


0.095 


0.113 


0.138 


0.157 


0.199 


0.239 


0.286 


0.338 


1/2" 


0.189 


0.227 


0.275 


0.315' 


0.398 


0.477 


0.572 


0.575 


3/4" 


0.284 


0.340 


0.413 


0.472 


0.597 


0.713 


0.858 


1.013 


1 " 


0.378 


0.453 


0.550 


0.628 


0.795 


0.957 


1.144 


1.351 


1-1/4" 


'0.473 


0.537 


0.688 


0.787 


0.995 


1.194 


1.430 


1.689 


1-1/2" 


0.563 


0.680 


0.825 


0.944 


1.195 


1.432 


1.716 


2.026 


1-3/4" 


0.662 


0.792 


0.963 


1.101 


1.394 


1.671 


2.002 


2.364 


12" 


0.757 


0.905 


1.100 


1.258 


1.593 


1.910 


2.288 


2.702 


NOTE:- 

This table "is task. Time for one cut 
and is figured as an Additional Length 
of run' to operation #3 on 2-LI-7 

REFERENCE: - 

For task tine for 

Boring &' Facing Bushing See 2-M-.7 

Putting 'radius on Bushing See 2tM-9 


MADE 




REVISED 






2-M-8 



FIG. 99. — RATE TABLE 



235 — 



OBSERVATIONS OF HAND WORK ONJ3ZBBSZ ...MThe „.21 n „. 




TIME FO R.....mLT.xNG„..RAi)iys 

BRONZE 


ON B 


ysftJNG 


Bushing 
Radius 








OBSERVER'S NAME 




MACHINE, 
DATl...8/i 


CiihQlt Turret Lathe No. 10L+. 


WORKMAN'S NAME 




?e/i2. 


PI 


[CE, - 


WEIGHT, _LBS - 






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8/28/12 


REVISED |?/3o/ 










2-M-9 



FIG. IOO. — RATE TABLE 



— 236 



OBSERVATIONS OF HAND WORK OH_M™l..M- 



Tl M E FOR _tom™o.-Imi?g..mm?.i!iss.. 

RROUZS. 



Bushing ■ 
Turning 
S:Facing 



OBSERVER'S NAME, MACHINE. 6 ™. 

WORKMAN'S NAME, _ _. _., BATE,... 8/26/1912 PIECE,.. 

WEIGHT, IBS.': , _ 



if i-< 



-p.-. - 



«ooio 
oi tori « 



•h a o 

•H C M 
CM -H C 

•H C 0»-< 



Q-i II 






H 1 " 






_^ 



/P 



e- to 



S3Q 
D 



l-M-l 



FIG. IOI. RATE TABLE 



— 237 — 

neglecting the question of preparation-time allowance, are as 
follows: 

Shape Number 

• Operation of of R.P.M. Feed 

Tool Cuts 

Face "A" PRSH 2 98.5 0.0208 

Rough bore "B" DCDS 1 98. 5 0. 0208 

Semi-finish "B" DCDS 1 98.5 0.0208 

Ream DRMS 1 32.5 0.0416 

16.98 minutes 

As work of this class becomes more or less standard an 
experienced operator would require in the way of instructions 
only the finished dimensions of the bushing and the speeds 
and feeds for the various cuts. 

Should there be a flange on the bushing, similar to that shown 
on the rate table, Fig. 99, the additional time for the machining 
operation entailed and full information regarding tools, cuts, 
speeds and feeds would be obtained from that table. Similarly, 
in the event of a radius in the base of the bushing as shown 
in Fig. 100, the task time for forming it and the proper tools, 
speeds, etc., would be found on Rate Table, 2 M-9. 

For the second operation, turning the bushing and facing 
the other end, the rate table shown in Fig. 101 is used. The 
task time for the combined operation is given as 20.13 minutes 
and the table furnishes instructions as to the proper tools, 
number of cuts required, feeds and speeds. Disregarding the 
question of preparation-time allowance, the instruction given 
the workman with his job card would be: 

Shape Number 

Operation of of R.P.M. Feed 

Tool Tool Cuts 

Rough turn PRSH 2 119 0. 033 

Finish turn PRSH 1 110 0.025 

Cut off . . . .- PCC 2 119 Hand 

File 242.5 

20.13 minutes 



Should there be a flange or fillet on the end last faced, the 
times for such extra operations, together with the necessary 
data and information concerning tools, speeds and feeds, would 
be found on the rate tables shown in Figs. 102, 103 or 104 
and the additional time would have to be counted in rating 
the job. 

Rate tables typifying the second class of tables are illustrated 
in Figs. 106, 107, 108, 109 and no, which cover the entire line 
of work that can be done on a certain machine — for instance, 
the Warner & Swasey turret lathe for making pins and bushings 



— 238 — 



OBSERVATIONS OF HAND WORK ON LA1HBJ64L 

TIME FOR..I«BH.IH.a.A...EA.CINfi FLMGE .ON 
BRONZE BUSHING ' 



Burhing(Flange 
.Turning £ Fac- 
ing flange. 



OBSERVER'S NAME, _ MACHINE, S5..JLK REE" 

WORKMAN'S NAME, DATE, 3/26/12, PIECE, 

WEIGHT, LBS 





_. 




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39ADE |8/29/ia I REVISED 9/13/1 



-M-/5 



FIG. I02. RATE TABLE 



239 













OBSERVATIONS OF HAND WORK ON LATHE M« 






















TIW8E FOR i ^ciaG_.ELAnr.s...c!H...Bu.sH.ras....... 


Bushings 

Faoing 

Flanges 




BROKZE 










OBSERVER'S NAME, MACHINE, 55JU5 RE33 




WORKMAN'S NAME, _.. CATE. .2/22/12. PIECE 




WEIGHT, LBS. 
























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«* 


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m n 

Cu CO 






-, 


a 


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Q 


O 


UC >J 














UJ 




lifcO 


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i- 


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1 : 


c 










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■ 


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< 


K 


w 


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t : 


I 






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Ik 
















la 


tc e 




p. 






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t/J 


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to 




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3 


1 






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r-H 








CI 










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r-< 








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to 


r 


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C tuO o 'Oc c 
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< 






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W 


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t 




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w 


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VH 


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< 


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to 


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in 


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to 




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HADE 




REVISED ! 




| 




i-M-3 



FIG. IO3. RATE TABLE 



-240 



OBSERVATIONS OF HAND WORK ON lathes Bushing 

Filleting 
Tl ffl E FOR^ILLSnNG.. BUSHING BRQ.NZ.5. 



55 LE 



OBSERVER'S NAME...... MACHINE,.. 

WORKMAN'S NAME, - DATE, :$J$Ul& PIECE, 

WEIGHT, LBS ■■ 



REED 



1 




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to 


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01 




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3 


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H 


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a 






in 


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o 


H 


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in 


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L-J 






n 


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cc 


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PS 








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Bi 




w 


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0- 

03 


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B 


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0) 


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rH 












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oo 


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52 


r- 










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H 






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En 


w 


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E-i 


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(-I 


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fj C 0>. 73 -H 

r-l-H C © 
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a: n 



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60 

c 



+ +- 



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CO .H 
6j Or 



Oo3e 

fo , 
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HADE 8/11/12 REVISED 



M-4 



FIG. IO4. RATE TABLE 



— 241 — 

from bar stock not more than 38/2 inches long and limited in 
section to 4^ inches in diameter for round stock or 3^ inches 
in short diameter for hexagonal stock. The use of the tables 
for rate setting and the form of the instructions issued to the 
workmen for a particular task may be best illustrated by con- 
sidering a specific example, for instance, establishing the time 



«*T ~T 

> V x 






^ ! J. 



-4- 



Length irt Rough, <5 
FIG. IO5. STANDARD BRONZE BUSHING 

it should take to cut a headed pin from bar stock of machinery 
steel, such as diagrammatically shown in Fig. 112. 

The type of pin is also illustrated on Rate Table 2 M-i, Fig. 
106, on which the task time for cutting a pin of the dimensions 
given, from machinery steel at the proper speed for the material 
— 70 feet per minute — and employing the approved feeds, is 
given as 26.75 minutes. This rate calls for the turning of the 
pin in one cut, and chamfering and parting with hand feed. 
The necessary instructions for performing the task required 
by the experienced workman, familiar with the machine em- 
ployed, etc., would simply be: 



Turn 47. S R.P.M. 

Chamfer... 47. S 
Part 47. S 



0.01 Feed 
Hand " 



26.75 minutes per piece. 



Should rates be required for other forms of pins, such as 
those illustrated on other of the rate tables, the task time for 
the additional operations and the information as to speeds 
and feeds would be taken from the rate tables on which the 
desired form of pin was depicted and the task time added 
to that for cutting the simple pin of the same over-all dimensions 
illustrated on Rate Table 2 M-i. 

The necessity of referring to more than one rate table to 
find the task time for the more complicated forms draws atten- 
tion to a very important consideration in making up serviceable 



242 



OBSERVATIONS OF HAND WORK ON — UP- 
TIME FOR TURNING £ PARTING PINS 



OBSERVER'S NAME, ...M.-Kerirtck _._. WCHIIIE, "J^T?.^.* !™sey" ; Turret Lathe .116-3. LT. 

WORKMAN'S NAIIE^... Ch e ney _ _ 

weight; - - 



DATE,... 14-1/8" Rovaid 

Max Capacity (3-1/2" Hex. 
(38-l/2"Long 



T^Y 




-\ja tu 



2-M-l 



FIG. Io6. — RATE TABLE 



243 











OBSERVATIONS OF HAND WORK ON . «£■ 

TIME FOR jou^aling pct". 












OBSERVER'S RANEj. 
WORKMAN'S NAME,. 


D. V. Jltorrick MACHIHE,' "^Mr ' - t "^'". 

....fj":???.'' OATE,. ■• , . , • 

IBS.. 


-urro' tat •» jLW- ~L" . 

fi-l/n" Round 
■/-{--'/-" He::. 












o oto 

• X • • 

B t- OO 




^SSS^IE 


tf> C C. i-i 










'rtrlHrlrtrirtrir 










Ui o o 


e K , 


1 HJ lO <p*Mti C J rirlOC 








o er ; i* t»» w uj - 


H H H H r-l rH i-i 


HHHH 






', 


c- o o 


o ch M l- w r. t 
co o to i- h -^ . 


-. to ohltc «i> n J. c. p 


»« 








pj 


o to to to ■, • - 








Y 














i 


1 


• c? -3- 

c. ** o o 


lJ Li i_i r-> -v c- ( 
O CJ R! CO to to 


H cj c, to to v «* W io (C c t> 

j o C-- w. ri t- to C A r< t- t 


H H ri r- 












i 


-P -^ 


o -r k Oj fi 

H O O 


j.' o;jut-Q 
z> ci :j c-j t- to 




I> W > CJ 




\_ 




«-l r-i 




c = 


• O Cv 


« CSS?? 


O C C f &". C 1 r' t~ ID T C ' 


3 C J 'O O V 








(H H 
1 1 

H H 








»3 

o 


Xs = = = c = 

-. e-< r -<.-' v.* ;. '.- c. 


^tOCs^CjiCt; IT C t- c . " 

J. 


"< SH 




O O 

r= a: 


si a 11 

il O U DC 

-. : m e-< = 

ftp. 6- - -^ 

5 a! < o "" 

3 «J t- 


O l-< 




H ~9 








Ii 6- • C, 

T3 -. - 

J C- o ac 


IS 






c; ^ 


r cj & cc 


a: cc 






6 wJ C- *. :r 

Dm o 3 1- 
M t" E- t 

o ^->^ 

S-« »-i c 


c 


§ !r £) r! ^ 


£!> 


to ^ ii p " 


s£ 


i 

woe 1 


REVISED 








2-M-Z 



FIG. IO7. RATE TABLE 



— 244 



OBSERVATIONS OF HAND WORK ON 

TIME FOR. T HREAD iEHS PjENg, 



3LT 



OBSERVER'S NAME.PjiI.sMerri.ck 

WORKMAN'S NAME, J^HSHSl. - 

W£lGHT r .LBS. 



MACTHI£,.!gam$r&Swaa<?y Target to&teafe&l! 
4-1 /e Round 

DATE, ,Hax. Capacity 3-1/2" Hex. 

36-1/ 2" Long 



*B->\ 



B 



UbA 



\0* 



*#>1 



a. 

• 
« 

H 

w 

a 

Oh 
CO 

Q 

9, 

CO 

o 

I 

o 

w 

Ph 

co 


in 
to 
• 
to 
i-i 

co 

< 

r-i 


M 


to 
to 


m 

CO 


^1 

CO 
CO 


CO 

to 

t— 


r-\ 

CO 
CO 


CO 

o 
rH 


Co 

Co 
H 


m 

00 
rH 


CO 

00 

to 

r-i 


o 
t— 

to 


CO 
LO 


LO 

to 

LO 


CO 

rH 

to 


to 


to 

CO 


CO 

9 


CO 
01 

rH 

rH 


CO 
LO 

CO 

1-1 


o 
to 


Os 


I-i 

to 

LO 


CO 

en 

to 


CO 

oo 

CO 


LO 


to 

CO 

o 

rH 


00 

CO 
rH 


CO 

LO 

to 
H 


•nil 
■># 

r-i 




CO 

to 

• 
CO 
H 

II 

% 


X 


to 

CO 


LO 


CO 

CO 

lo 


o 
to 


00 
CO 

CD 


o 

LO 

CO 


H 

rH 

o 

H 


00 

c~ 

H 
H 


LO 

to 

CO 
H 


o 

rH 

to 


c- 


*# 
*# 

■* 


CO 
H 

LO 


LO 


1-1 


OS 

CO 


to 

CO 

cr- 


CO 
r-i 

1-i 

r-i 


CO 


CO 

1-1 


ri 

t- 


o 

CO 

LO 


CO 

to 


in 

CT> 


CO 

o 

OS 


i-H 
H 

o 

rH 


a 

rH 

rH 


co 

00 
rH 




in 

t~ 

o 

CO 

A 

■< 

CO. 


X 


tO 

os 

CO 


OS 

m 

to 


CO 

CO 


co 

CO 


OS 

•<# 
m 


t-- 

SO 


to 

c 

00 


rH 
OS 


co 

LO 

o 
H 


CO 

LO 
CO 


LO 

o 
to 


O0 

LO 

to 


1-1 
I-I 


to 


o 

tr- 
io 


'40 

co 


CO 
CO 


00 

CO 

CO 


to 

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CO 


to 

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a> 
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LO 

to 


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LO 

to 


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to 

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00 
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CO 


to 

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m 

CO 

li 

Si 

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X 


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H 

o 

to 


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m 

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c- 

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m 


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to 

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to 
co 


H 
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to 


to 


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1-i 
to 

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cc 
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a-, 

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to 


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to 

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to 
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to 


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in 
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CO 
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to 


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to 
to 


t- 

to 


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o 

t— 


CO 

C— 

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CI 

CO 


CO 
CO 


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co 

CO 


LO 

1-i 

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to 

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60 


LO 


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CO 

to 
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to 


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LO 
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c 

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tc 




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CO 

to 
II 

sa 

to 




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fr- 

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00 


00 
M 


CO 

to 


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t- 


m 
H 

LO 


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LO 


to 

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1-i 


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CO 


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to 

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to 


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co 


to 
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cr. 


to 

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to 


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r- 

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to 

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eh m 


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X- 
co 

1-1 
1 

00 


e 
to 


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CO 

1-1 
1 

CO 




B 

LO 


:= 
<0 


c 

fc- 


E 
CO 


co 


oo 

l-H 

1 

CO 


to 


CO 

1-1 

to 


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B 

to 




% 


fc 


B 

00 
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5* 


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B 

to 




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00 


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<7> 


c 

o 

rH 


£ 

rH 

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oo w 




(ino 


aianoa") 


(ino aianoa) 


(ino aaanoa) 


3 
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•a 




u3 

a 


A-T 
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uc 
13 


« 
2/ 




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/ 


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3t 


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fl- 


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<D 










> 










o 










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or 


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■* 


r— 




T^ 










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o 


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u 










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CO 


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CJ 


>J 


M 


■V 


X 


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• 








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c~ 


— 


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e 


p. 








CO 


s 








•H 


<*i 


















■n 


e 








H 


3 








h 










o 










=H 






H) 




bl 


rrt 




<! 




c 


PQ 


r*: 






•H 




F3 


M 




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+> 


H 






o 


c> 


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f > 







t. 


o 






u 


h 


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H 




<iH 


5 
















H 


r-i 


CO 
















CO 




hO 




C<3 


to 
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CO 

• 


1 




o 




o 




X 


00 

• 

o 




CO 

o 






0- 










^ 










•s 










c 










iH 










5 










t-I 




















A! 










c 










r 










03 




c 






-p 

00 


§ 


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p 


s 




u 




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s 




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33 


CD 


K 




H 


fc-l 


CO 


l~ 


H 


CO 


to 


xjl 











MADE 



REVISED 



2-M-3 



FIG. I08. RATE TABLE 



24 5 

















nRSFRVATinNS flF HANI1 WORK ON 


"LT 


























! 


TIKE FOR ?^XK..jQTt?,DWX,.MM.miZZ 






observer's na«e, ..?.'..Y.:.Merriqk machine, 


•Warner A Cwjisey" Turret La the- 11 b-3bi . 
4-1/8" Round 


WORKMAN'S NAME 
WEIGHT,, 


u-neney 


MTE,,., ^ Max. Capacity 3 -1/2 V Hex. 


IBS.. 


38-1/2" Long. 








c 


cc 








p 








« 




o 






r-i 


a 






s 








C r 


H<C 


H 


8 


rH 




H 


•-D 


rH 




r-H 




rH 


ILL 








cc 


J 


X 


f 


° j 


N 


ro 




Oj 


u.' 


r-i 


w 


<£> 


rH 


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en 




cr, 


o 


<t 


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rr - 


■r 


to 




E* 


en 


o 




'- 




KD 


CC 


CfflrH c"'v^ 








»s 


■^ 




C 


o 


O 


rH 




o 


rH 


o 


o 




O 


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^ 








o tc 


c- 






o 


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to 


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' 






i 

to 
































H 


rH 


r-H 


rH 


r~1 


H rHIr 


H rH 


H 


t-i 


<-\ 








CJ 


CJ 


« 


03 


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FIG. IO9. RATE TABLE 



— 246 — 



OBSERVATIONS OF H*«n WORK ON 3 L L _ 




TIME FOR 


DRILLING A1TD PARTIilG BUSHINGS 




OBSERVER'S NAME, .P..'. V .r - I ' ! ? rr - i -° k 


MACHINE "V/arner & Swasey" Turret Lathe 


116-3 LT 


WORKMAN'S NABE. _. 9 hen .!?'. 


DATE.- - .., ir „ .. f; 

Max Capaoity \o 


-1/8" Round 
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WEI6HT, 


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HADE | 


| REVIS 


ED | 


i | | I IZ-M-5 



FIG. IIO. RATE TABLE 



247 



OBSERVATIONS OF HAND WORK ON -...Ml ,..., 


TIME FQR DRIUiINO OR HEAMIttQ 


OBSERVER'S NAME. D > v .' Merrick MACHINE. ."y':^r-. er ..*.. G ??. 3 . e .-^..' 1 ! u . 1 ! r . 9 .' t . R^he A\?-?. L .?..... 


WORKMAN'S NAME... C ± l0 ™7- . . .' DATE, Max Cap aeity(3~i/2" Hex"* 1 


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FIG. III. — RATE TABLE 



— 248 — 

rate tables. The method that should be employed is to make 
up first a base rate table for the simplest form of operation, 
whether the class is that of a line of product simply varying 
in size or the class which covers the operations to be performed 
on a certain type of machine, and then supplementary rate 
tables for the additional operations required for the more 
complicated forms. This plan makes it possible to tabulate all 
necessary data in a much more condensed form and according 
to a simpler arrangement than if separate tables are compiled 




FIG. 112. STANDARD STEEL PIN 

for each particular form, as only two varying dimensions have 
to be cared for on each table. A table for each varying form 
and type of product would necessitate repeating the data for 
the simplest form in combination with other data on each rate 
table, which would be difficult to do and result in a complicated 
arrangement for most of the tables. With a base table and 
supplementary tables for additional operations the necessary 
data for any form of product can be easily gathered and a 
further advantage is realized in that any necessary changes 
in the tables can be made comparatively easily and new varia- 
tion tables may be readily added to the records at any time. 

In the examples given of the method of setting rates from 
rate tables, special mention was made that preparation-time 
allowances were disregarded or that the rate arrived at was the 
task time. For establishing rates of pay a certain amount of 
time has to be added to the task time for preparation, such as 
changing jobs, setting up machines, etc., in order to have a 
fair basis upon which to figure recompense. Preparation time 
varies greatly in different establishments, so careful time studies 
should invariably be taken to determine the proper time to 
allow for preparation. In a well standardized shop, to use a 
common expression for a shop under able management, the 
preparation time would probably be but a half or even a third 
of that necessary for a shop not standardized. It is quite ob- 
vious, then, that it is of the greatest import to standardize and 
bring under control the efforts of the managerial group before 
standards can be set for the workmen with any reasonable 



— 249 — 

expectation that they can be maintained or prove of much 
value. 

One other hackneyed subject that will bear repetition is the 
necessity for the standardization of speeds and feeds for machine 
tools before effective use can be made of time-study data. 
Satisfactory rate tables can only be effectively compiled and 
made of value when the speeds and feeds of all machine tools 
to which the tables in any way refer are standardized. That 
means that every machine in the establishment should be 
brought to standard, for the time-study work will affect every 
piece of equipment — if not immediately, then as soon as any 
progress is made. 



APPENDIX V 

INVESTIGATIONS OF MOLDING PROCESSES 



APPENDIX V 

INVESTIGATIONS OF MOLDING PROCESSES 

THE taking of time studies on machine operations — in the 
machine shop, for example — which has now evolved into 
a pretty well standardized procedure along approved and 
proven lines, has been developed only through years of pains- 
taking investigations of the individual operations involved, their 
classification and standardization and effective combinations. 
The same may be said to some extent of the approved methods 
of arriving at effective rates for performing other work which 
at first might appear to involve too much handling time and 
to be governed by too many conditions seemingly so variable 
in nature as to offer little encouragement of establishing reliable 
measures of time. 

The success with which accurate rates are predetermined, 
even now, for a pretty various assortment of work in different 
industrial activities proves the soundness of the principles upon 
which time study is founded * and indicates that there is not 
a line of industrial work which involves repetition of operations 
in more or less regular cycles which, if comprehensively investi- 
gated, cannot be quite thoroughly rated as to time work should 
take. The chief difficulty in the way of rapid progress in pre- 
determining rates lies in the lack of the necessary time-study 
data, the need for which can only be met by accumulating 
information derived from comprehensive investigations in all 
lines of industry as to approved methods of procedure in per- 
forming necessary operations, unit times for elementary opera- 
tions, sequences of elements for fundamental operations and 
establishing times for all acts that can be standardized. 

An investigation of this character is well illustrated in a 
search for a time-rate to set on preparing a metal flask, with 
drag and cope, for pouring a steel casting — the molding to be 
by hand, in dry sand — conducted at the Watertown Arsenal, 
Boston, Mass. 

A careful time study of the complete task of molding was 
entailed and the condensed summary of the data secured will 

* See Chapter I. 



— 254 — 

clearly outline the procedure adopted and show the thoroughness 
with which such an investigation should be conducted. The 
task involved four major fundamental operations: I. Setting 
and ramming the drag; 2. Setting and ramming the cope; 
3. Finishing the drag; 4. Finishing the cope — besides the neces- 
sary handling of the completed mold and moving it to its 
proper place on the foundry floor. Conveniently tabulated, 
the data secured was as follows: 

Time-study Investigation 

of 

Syeel Molding in Metal Flasks 

Drag and Cope 



Operation (A) Set and Ram Drag 



No. 



Minute 



1 Set mold board (includes "level off for mold board"). 

Level off 1-20 

Set mold board 0-80 

2.00 

2 Set drag pattern on mold board 2.50 

3 Hoist and land drag on mold board 

Call crane -88 

Fasten 4 hooks to drag 15 

Make taut . 09 

Hoist drag -15 

Travel 22 

Lower on board ? • • - -36 

Remove hooks 09 

1.94 

4 Hoist and remove bottom plate. 

Loosen and remove 3^" bolts (helper loosens 3) , . . . 0. 90 
Hoist and remove plate -75 

1 . 65 

5 Set and tighten 6-in. clamps. Time per clamp = 0.30 

min. (includes setting and wedging up). 

6 clamps per drag 1 • 80 

6 Set gates for bottom pour (combines with operation No. 9 

and time includes bottom pour). 

7 Set rods. It varies from 1.00 min. on the recoil cylinder to 

8.25 min. on the sheave bracket. Ordinarily 3.00 min. 
would cover most cases. 

8 Time to fill drag and ram up. 

Sa?id Required for Drag* 
Amount of sand required = (cubic ft. of drag — cubic 

ft. of pattern) x 2. 
Amount of facing required = cubic ft. of pattern x 3.25. 
Amount of backing required = cubic ft. of sand re- 
required — cubic ft. of facing. 

Note: Cubic ft. of pattern can be figured 

W 
from estimated weight of casting = ~ ^ ^g 

plus risers, if there are any. 

* A facing shovelful is a heaping shovel, and is handed to moulder by helper, and placed where 
required. A backing shovelful is an amount that can be put on the shovel in the ordinary manner 
•of shoveling and is shoveled in by helper. 

Facing shovelful =0.28 cub. ft. 

Backing shovelful = 0.23 cub. ft. 



— 255 — 
Opt ration 

No. Time to Fill Drag Minutes 

Time to iill in one cubic ft. of facing 0. 475 

Time to iill in one cubic ft. of backing 0. 190 

Time to Rum Drag 

Time to peen ram one cubic ft 0. 10 

Time to butt ram (air) one cubic ft ' 0. 14 

9 Cut out bottom, pour gate, nail, silica wash and cover with 
core plate. Combines with operation Xo. (3 

Set sprue '. .35 

Set connecting gate .30 

Clear away for gate 1 . 20 

Cut gate 1 . 50 

Set 6 rods M" x 6" . .70 

Smooth up 2. 10 

Draw sprue .20 

Set nails 82 

Silica wash .57 

Set and adjust core plates 1. 05 

Shovel in facing sand 

Tuck in facing sand .28 

Ram facing sand .45 

Set iron plate over .GO 

10.12* 

10 Strike off. 

Strike off with shovel is done by helper (no time allowed) per ) 

Man and helper strike off with strike* sq. > 0. 75 

Man and helper level off with strike ft. J 

11 Hoist and land bottom plate. 

Call crane .88 

Hoist and land bottom plate .75 

Adjust bottom plate to match hole. (Pound with 

dolly bar) 48 

Bolt bottom plate to drag (6 bolts). Man puts in 3 

bolts while helper puts in 3 3. 00 

Wedge between plate and drag .80 

5.91 

12 Hoist and roll drag over. 

Call crane t 

Fasten 2 hooks .15 

Make taut 12 

Hoist and roll over .81 

Hoist and set on bed .21 

Remove hooks .09 

1.38 

13 Remove clamps and mold board.* 

Knock loose 6 clamps 0. 45 

Remove board 0. 30 

0.75 

14 Make joint preparatory to setting cope. 

For ordinary drag, 0.30 min. per sq. ft. of net surface, 
up to 1.20 min. per sq. ft. for a difficult one. 
Per sq. ft 0.30 

Note: Size of drag about 3" wid_> by 3" dserj by 7" long. 

* This time is practically the same for all sizes of drags. 

* Strike is a metal-bound wooden strip about 1" x 3" x 96", operated by man and helper: Level 
with strike operated in the same manner, except that a block is used against drag by each man, 
as a distance piece. 

t This operation is done immediately following the above operation and crane is already at the 
job. 

* Clamps are knocked loose by molder and board is removed by molder and helper. Helper 
removes board and clamps to one side. 



Operation 

No. (B) 


Set 


-256 — 
and Ram 


Cope 




Minutes 


15 Set cope pattern 










.88 
.15 
.08 
.36 
.75 
.60 
.50 
.09 


1.50 


16 Hoist and land cope on 
Call crane 


drag 










Fasten hooks .... 
Make taut 












Hoist cope 












Travel 50 ft 












Put in flask pins . . 
Lower on to drag . 












Remove hooks . . . 










3.21 


17 Set risers and sprue. (Time 
and 24.) 


is figured 1 


with operations 23 








Risers 










Size 
Setting Risers. 
Get risers 10 ft. away, per riser 

Set riser 

Set sprue 




3" Sprue 
0.09 
' .' 15 


6" 

0.09 
.15 


8" 

0.09 
.15 


10" 

0.09 
.15 


12" 

0.09 
.15 


Total 




.024 


0.24 


0.24 


.024 


0.24 


Draw risers. 

Wet surface 




.09 
.30 
.12 
.30 

.50 


.09 
.30 
.12 

.30 
.60 


.09 
.30 
.15 

".35 

.69 


.09 
.30 
.18 

'.40 

.77 


.09 


Smooth up around riser with trowel. 

Rap 

Draw sprue 

Draw riser 

Ream and smooth up 


.30 
.21 

'.45 
.85 


Total 




1.31 
6.33 


1.41 

0.22 

.' 23 

.29 
.40 


1.58 

0.22 

.26 
.33 
.45 


1.74 

0.22 

.29 

. 37 
.50 


1.90 


File and Ream. 

Fill in facing (riser hole) 

Spread 

Peen Ram 




0.22 
. 32 


Butt ram 

Silica wash 




.41 

.55 


Total 




0.33 


1.15 


1.26 


1.38 


1.50 


Reamer on Joint Side. 

Ream out riser 

Set nails 






1.25 
0.65 

1.90 


1.29 
0.90 

2.19 


1.40 
1.18 

2.58 


2.00 
1.40 


Total 




3.40 






l.SS 


4.70 


5.27 


5.94 


7.04 



IS Fill cope. 

Sand Required for Cope (see note) 
Amount of sand required = cubic ft. of cope, cubic ft. of 

pattern (risers, if there are any) x 2. 
Amount of facing required = cubic ft. of pattern risers (sur- 
face of cope x \y 2 '\ depth) x 2.25. 
Amount of backing required = cubic ft. of sand re- 
quired — cubic ft. of facing. 

Time to fill in one cubic ft. of facing 0. 475 

Time to fill in one cubic ft. of backing 0. 250 



Note: If cope were properly ribbed this operation would be unnecessary. 
* Cubic feet. 



— 257 — 

Operation 

A'o. Minutes 

19 Set rods (See operation 7). 

20 Set gaggers.f 

Length of gaggers in inches 10 12 15 18 20 24 

Time in minutes to set one gagger 0.084 0.100 0.125 0.150.0 167 0.200 
Number of gaggers per sq. ft.. . . 8.5 S.l 7.4 6.9 6.7 6.5 

21 Ram cope. 

Time to peen ram one cubic ft 0. 20 

Time to butt ram (air) one cubic ft 0.30 

22 Strike off cope with trowel. Per sq. ft 0. 15 

23 Draw risers and sprues (See operation 17). 

24 Fill in and ram riser holes (See operation 17). 

25 Set and clamp plate to support in rolling over. 

26 Hoist and roll cope over. 

Call crane . 8S 

Fasten 4 hooks (man. 2; helper, 2) .15 

Make taut 09 

Draw .15 

Hoist 15 

Fasten 3 hooks from other trolley .21 

Hoist second trolley, lower first .42 

Swing cope 180° 09 

Hook on 4 hooks (first trolley) .36 

Hoist level 45 

Lower to bed 1. 20 

Remove hooks .21 

4.36 

(C) Finish Drag 

27 Finish joint before drawing pattern. 

For the ordinary drag, time equals 0.17 min. per sq. 
ft. net of surface of drag. In some cases it might go 
higher. Per sq. ft 0. 17 

28 Draw pattern. From present data, time equals no. cubic 

ft. in pattern x 0.85 min. 

29 Patch mold after pattern is drawn. 

Time equals no. cubic ft. in pattern x 1.70 min. 

30 Cut gates.* 

Cut gate 3" x 3" x 6" long .• 80 

Smooth up 1 . 70 

Draw sprue 20 

Ream 1 . 28 

Set 15 nails 82 

Lift out loose sand : . 1 . 50 

Air blow out 50 

Smooth up .60 

7.40 

31 Set nails (3" nails). 

Nails per sq. ft., 42 up to 50. 

Set and push nail in, 0.05 min. per nail, up to 0.075 
min. per nail. 

32 Cut brackets, f 

%" x 1" x 2Y 2 " long %" x IV 2 " x 6" long 

Use Templet 
Lay off for bracket. Mark per 

bracket 0. 12 min. 0. 12 min. 

Cut bracket -.30 2. 00 

Smooth up 30 1.20 

Lift out loose sand. Per bracket . 25 . 50 

Air blow out sand. Per bracket. .05 .05 



1.02 



3.87 



t Length or size of gagger equals depth of cope. Square feet of gaggers to set equals area of the 
cope minus area of the pattern surface in the cope plus the area of the risers. 

* All gates for steel molding are about the same. 

t Brackets are slits cut in the mold, where two parts come together, and are for relieving the 
Strain when casting is cooling. 



— 258 — 
Operation 

No. Minutes 

33 Silica wash. Time per sq. ft. of area washed 0. 25 

Area washed — exposed surface of flask, plus exposed 
surface of pattern, plus exposed surface of risers. 

(D) Finish Cope 

34 Finish cope before drawing pattern. For ordinary cope, 

this time equals 0.30 min. per sq. ft. of net surface. 

Per sq. ft 0. 30 

35 Draw pattern. From present data, time equals no. cubic 

ft. in pattern times 0.85 min. 

36 Patch after drawing pattern. 

Time = no. cubic ft. in pattern times 1.70 min. 

37 Ream risers. (See operati n 17.) 

38 Smooth over nails. 

(20 or more at a time) 0.0175 per nail. 
Setting nails and smoothing, allowing 42 nails per sq. 
ft. at 0.05 min. per nail for settin , and 0.175 min. per 
nail for smoothing = 2.835 min. per sq. ft. 

39 Cut brackets. (See operation 2.) 

40 Silica wash. Time = .25 min. per s . ft. of area washed. 

See note under Operation 33. Per sq. ft 0. 25 

41 Hoist and rest cope on drag. 

Call crane 0. 88 

Fasten 2 hooks .15 

Make taut 06 

Hoist cope 15 

Put blocks on drag .60 

Lower onto blocks on drag .36 

Remove hooks .09 

2.29 

42 Hoist cope and drag and put to one side. 

Fasten 2 hooks on drag 0. 15 

Make taut 06 

Hoist drag and cope .33 

Travel 20 ft 21 

Lower to floor .21 

Remove hooks .09 

1.05 

An allowance for fatigue of 25% should be added. 

The observations on some of the numbered operations entailed 
the development of methods to arrive at conclusions as to time 
requirements by simple calculations if the results of the in- 
vestigation were to be made generally applicable — for example, 
in the case of Operation No. 8, "Time to fill drag arid ram up " — 
and it is of considerable interest to compare the results secured 
through the use of the more or less empirical formula method 
and those arrived at through carefully conducted time studies. 
The practical value of such time-study investigations depends 
in no small measure upon the accuracy of any efnpirically 
derived formulas. A comparison of conclusions on the time 
required to fill and ram various sizes of drags, accommodating 
different sizes of patterns, arrived at by the formulas derived and 
by comprehensive time studies, follows, from which it will be 
seen that the results secured by the two methods are, for all 
practical purposes, the same. 



— 259 — 
COMPARISON OF CALCULATED CONCLUSIONS AND TIME STUDIES 



For Drag 

Size of drag in inches, GO x 20 x 14. 

Cubic ft. of drag = 12. 70 

Cubic ft. of pattern = 1 . 58 

Total amount of sand required = 1 1 . 12 x 2 = 22. 24 

Amount of facing required = 5. 13 x 0. 475 

Amount of backing required = 17. 11 xO. 19 

Peenram = 22.24x0.10 

Butt ram (air) = 22. 24 xO. 14 



25%. 



By time study 



: 2.44 

3.25 

' 2.22 

■■ 3.11 

11.02 

2.75 

13.90 



Size of drag in inches, 48 x 48 x 32. 

Cubic ft. of drag = 41 . 72 

Cubic ft. of pattern = 5. 00 

Total amount of sand required = 36. 72 x 2 = 73. 44 

Amount of facing required = 16. 25 x 0. 475 

Amount of backing required = 57. 19 xO. 19 

Peen ram = 73. 44 x 0. 10 

Butt ram (air) = 73. 44 xO. 14 




25% 



By time study 

Size of drag in inches, 72 x 48 x 24. 

Cubic ft, of drag = 48. 

Cubic ft. of pattern = 5. 12 

Total amount of sand required = 42 . 88 x 2 = 85 . 76 

Amount of facing required = 16. 65 x 0. 475 

Amount of backing required = 69. 11 xO. 19 

Peen ram = 85. 76 x 0. 10 

Butt ram (air) = 85. 76 xO. 14 



25% 



By time study 

Size of drag in inches, 60 x 6S x 16. 

Cubic ft. of drag = 37. 70 

Cubic ft. of pattern = 3. 25 

Total amount of sand required = 34. 45 x 2 = 68. 90 

Amount of facing required = 10. 56 x 0. 475 

Amount of backing required = 58. 34 x 0. 19 

Peenram = 68.90x0.10 

Butt ram (air) = 68. 90 x 0. 14 



36.21 
9.05 

45.26 
47.46 



7.90 
13.15 

8.57 
12.00 

41.62 
10.41 

52.03 
60.62 



25% 

By time study 



5 


00 


11 


07 


6 


89 


9 


65 


32 


til 


8 


15 


40 


76 


4:; 


77 



— 260 — 

A time-study investigation of this nature not only furnishes 
valuable data for computing reasonable rates for work and 
setting time allowances for tasks of similar specific character, 
but may be amplified and analyzed with a view of developing 
tabulated or chartered time-study records in forms to simplify 
and expedite rate setting materially. At the Watertown Arsenal 
this was not done, but the more restricted investigation pro- 
duced much valuable information now available for further 
developments in the standardization of foundry practice and 
rating methods. 



APPENDIX VI 

RATING FOR DROP-FORGING OPERATIONS 



APPENDIX VI 

RATING FOR DROP-FORGING OPERATIONS 

I^IME - STUDY investigation carried through to a com- 
paratively high degree of development from which an 
unusually convenient and effective system for checking times 
was made up from the data secured. This data was arranged 
in the form of curves and is well typified in the procedure 
of determining the correctness of time-study observations for 
drop-forging work. With the curves as an aid it is only neces- 
sary to take a few observations to determine the sequence 
of the elementary operations and any features peculiar to the 
operation. 

From these observations an instruction card can be made 
up and the time for each standard elementary motion can be 
taken from the curves. With such a guide accurate rates can 
be set. During the development of the system time studies 
were taken of every elementary operation in any way connected 
with the work under observation. The data secured was 
analyzed, summarized, grouped, arranged and systematically 
tabulated. Finally, the nature of the work had been standard- 
ized as to character, procedure, weight, material used, and 
the equipment diagramed as to location, etc. (See typical 
plan, Fig. 113.) 

This study shows that with a thoroughly standardized equip- 
ment exhaustive time studies could be taken from which tables 
or curves may be worke up that wo Id allow the predetermining 
of a rate from the drawing for any drop forging. 

A description of the method used to arrive at the task time 
for a drop-forging job with the aid of these curves and an 
illustration of an instruction card for a specific job to show the 
ease with which it is compiled will serve admirably to bring 
out the value of such time-study work, not only where these 
curves have been used, but to industry in general. The example 
should be particularly illuminating, for the character of the 
work is quite different from the ordinary run of machine-shop 



— 264 — 
work with which time-study work is so commonly associated 
in the public mind. 

The procedure in conducting any work so well standardized 
as must be that of a drop-forge shop employing a system of 
rating work from time-study data must follow a definite set of 
rules governing executive actions quite as much as those of the 






77m. 




fur.:rce 



Operators 



Posrfid. 







& <?- 



TRIP HAMMER 



&-- 



\ 



pRbp 

PRESS 



E 






n^^n 



^y 



TRIMMER-. 



FIG. II3. — TYPICAL PLAN OF DROP-FORGING DEPARTMENT 

workmen. Managerial and productive departments must co- 
operate. This is well exemplified in the clear-cut instructions, 
which follow, for the use of the time-study curves. 

Instructions for the Use of Time-study Data Curves 
and Notes on Forging Procedure 



1. The first step is to determine the dimensions of the bars 
necessary to produce the desired piece. Also the length of bar 



265 

and number of bars operator can carry conveniently at one 
time. Use Curve "C" for walking time. 

2. Then figure the necessary number of cubic inches to be 
heated on end of bar and from that obtain the proper heating 
time, Curve "B." 

Note: The above items are known as preparation time. 

3. After first bars put in furnace are heated pick one bar out 
of furnace and carry to trip hammer for drawing or to drop for 
forming, whichever is necessary, using Curve " C" for walking 
allowance after distance has been ascertained. 

4. If bar is taken to trimmer for drawing allow 0.03 min. 
for placing, adjusting, tripping and allowing hammer to attain 
full motion. When trip hammer has attained full motion, 
count number of blows necessary to perform drawing operation 
and make allowances as per Curve "Z>," considering weight of 
hammer. 

5. Should it be necessary to re-insert bar in furnace after 
drawings make allowance using Curve "C" for distance 
traveled. 

6. If bar is taken to "drop allow 0.03 min. for placing on die 
and tripping where dropping is done immediately after forming 
and on the same machine. 

7. Forming and dropping time is determined by the number 
of blows necessary for each operation, taking into consideration 
the type of drop necessary; i. <?., heavy, light or steam, using 
Curves "is" for this purpose. 

8. If trimming is necessary, walking allowance from drop to 
trimmer must be made — determine number of feet and use 
Curve "C." 

9. For placing under trimmer, adjusting and tripping, allow 
0.02 min. 

10. For trimming allow 0.015 mm - 

11. For clearing trim allow from 0.02 min. to 0.05 min., 
depending on size. 

12. If necessary to brush off scale with wire brush after 
trimming, allow . 

13. Move bar, place under cut-off and trip — allow 0.03 min. 

14. Cut-off — allow 0.015 rnin. 

15. After cut-off return bar to fire, make allowance as per 
Curve "C" for distance traveled. 

16. Figure out the number of pieces that can be obtained 
from the bars inserted in the furnace. Then multiply the time 
per piece or cycle of all elementary operations described above 
by number of pieces obtainable. This gives the total time for all 



— 266 









































































































































































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u o 


V* 






























-0 


















o 































































































































So b o o o o 
u> ^ co cj — : o 

S3+num ujdux-isd 3u4ij_ 



267 



0.10 
0.09 

o.oa 

j 0.07 
I 

' 006 
0.05 





1 1 


































FOR HANDLING BfiR STOCK TO FIND FROM MACHINES.' 
Including Time to Pick up Bar- Walk to Drop-Place on Die and Trip 
or >< » •■> " "/ and Walk to Trip Hammer, 
or " " " " '.' " •' •' Trimmer. 
Note:- For placing under Trimmer., Adjustand Trip jS 






































ForTrimming •< 0.015 »» 
For Cutting off" 0.0/5 " 
For Clearing Allow from to min. 


















































































cuf? 


v£ 


c 

















































































































































I 2 3 4 5 6 7 & 9 10 II 12 13 14- 15 16 17 IB 19 

Distance in Fee+. 

FIG. Il6. TIME-STUDY-DATA CURVE FOR HANDLING STOCK 





















\j 


0.34 
0.32 
030 
0.2& 






CURVE "d" 

i 1 




















NOTE- 
For placing Adjusting , 
Tripping, and Allowing 
Hammer to Attain Full 
Motion. Allow Min. 


























































































4 


f/ 
























,,< 


\ / 












4- 

= 0.20 

£ 

X 0.18 

0) 

E 0.16 

V- 

0.14 
0.10 

aoe 

0.06 
0.06 
0.04 
0.02 















/> 
























i 


*y 






** 

wy 
























9/ 






















<{ 


























iy 











































































































































































10 20 30 40 50 60 70 &0 90 100 110 120 130 
Number of Blows. 



FIG. II7. — TIME-STUDY-DATA CURVE FOR TRIP HAMMER 















268- 














016 


































CURVE "e" 

i i 




















•NOTE' 

For placing on Die and Tripping 
aH-er Forming. Allow Hin. 


























12 

II 

10 

<o 009 

i 0.08 
si 

c 0.07 

ai 

£ 0.06 

H 

0.05 

04 
0.03 
002 


































































,«• 


',« 


/ 








































d 




Ly 




















v/ 
























re 















































































































































































D 


' 


» 


S 


Nun 


5 
iber 


of e 


7 
lows 


J 


> I 





I J 


2 i- 



FIG. 1 1 8. TIME-STUDY-DATA CURVE FOR FORMING 




0.I0 0.20 0.30 0.40 0.50 0.60 O.TO 0.50 090 I.00 I.I0 I20 I.30 I.40 1 50 I.60 L70 
Time in Minutea 



FIG. II9. DROP-FORING ALLOWANCE CURVE 



— 269 — 





_ 




10 Sheote-Sh 


set 4 




; 


DROP FORGING 








DATA 










Illustrative Instruction Card to Assist in Estimating. 






Irep, 


curve 


Cufvtf 






Elementary Operations. Time 


Time 


Used 




1. 


Load Furnace with 6 Bars 3.5# Nickel Steel 

1" x 86" 3 Trips .23 




A 




2. 


Wait for 1st two bars to heat (# of cu.in 

on end of bar to heat) 1.50 




B 




3. 


Carry bar to Bradley Trip Hammer 6 Ft. 


.038 


C 




4, 


place and Adjust, Trip and Allow Hammer 










to Attain Pull Motion 


.03 


D 




5. 


DRAW (Ave. Ho. of blows Struck 33) 










200 lb. Hammer 


.10 


D 




6. 


Re-insert Bar in Fire 6 Ft. 


.038 


C 




7. 


Carry Bar from Furnace to Dies .4 Ft. & Jrip 


.034 


c 




8. 


FORM 2 Blows 1000 lb. Drop 


.05 


B 




9. 


Place piece on Die and Trip after Forming 


.03 


E 




10. 


DROP 5 Blows 1000 lb. Drop 


.03 


E 




11. 


Carry Bar to Trimmer 7 Ft. 


.041 


c 




12. 


place Bar under Trimmer, Adjust and Trip 


.02 


C 




13. 


Trim 


.015 


C 




14. 


Clear Trim 


.05 


C 




15.. 


Brush off Scale with Brush (Wire) 


.07 






16. 


Carry Bar back to Dies 7 Ft. 


.041 


c 




17. 


Khock off Scale with poker, if necessary 
.07 x 1/4 


.018 






18. 


DROP 3 Blows 


.06 


E 




19. 


CARRY Bar to Trimmer 7 Ft. 


.041 


C 




20. 


Place under Trimmer, Adjust and Trip 


.02 


C 




21. 


TRIM 


.015 


c 




22. 


Clear Trim 


.06 


c 




23. 


Move Bar and place under Cut-off Trip 


.03 


c 




24. 


CUT-OFF 


.015 


c 




25. 


Return Bar to Fire 8 Ft, 


.044 


c 




26. 


Repeat elements 3 to 25- 59 times 


54.87 










T773 


5579o"~ 






TOTAL SELECTED TIME <T^.So 








MA 

MA 


CHINE TIME. POWER FEED at 








CHINE TIME, HAND FEED at / 
NDLING TIME Crf— CURVE) «t ~<S>7' 










£SjfoHb. 


■vZoy- 










WORKING CYCLE 


84Si- 








fi 7<$ PREPARATION" TIME, PLUS >«S~ j£ = 


>./Z 












M/9*: 












ALLOWANCE FOR WASHING A OILING at./l>. .j£ 
TIME FOR &e> PIECES 


-4^Tc. 






Sf.AH?. 








TIME FOR ONE PIECE 


J-^££. 












BASE 


HOURLY PRODUCTION *3fS~ 








*ATE__^f_„.RATE PER HUNDRED ,¥./'4f.... 








MAN OPERATES MACHINES ON OPERATION NO — 






z 




... A*~£z 


t^ftttrfltrtf' 




z 


"*™""is j><> /j\l~.v."" " 


::;■" I 


/ 



FIG. 120. — DROP-FORGING INSTRUCTION CARD 



— 270 — 

the pieces, after allowance for loading furnace and heat wait 
have been added. 

17. To determine hourly production: Derive the per cent, 
of allowance from curve drawn up especially for estimating 
purposes (equivalent to regular No. 40 Curve), basing reading 
on the time per cycle. When this is obtained, add it to the 
total selected. This gives the working cycle. To the prepa- 
ration time add 25 per cent, allowance. To this a flat shop 
allowance of 7J/2 per cent, is added for washing up, oiling, heat- 
ing furnace and warming dies. This gives the time per piece 
with all allowances added. To arrive at the hourly produc- 
tion, divide 60 by the time per piece. 

Curves "C" "D" and "E," referred to in the foregoing 
instructions and illustrated in Figs. 116, 117 and 118, record in 
a convenient manner much valuable time-study data. The 
curve for handling the stock, Fig. 116, apparently disregards the 
question of load the operator is supposed to carry, but this is 
not overlooked, as the rate setter is instructed to ascertain the 
number of bars the worker can carry conveniently at one time. 
Curve "Z>," Fig. 117, is a double graph by which the time re- 
quired to operate either a 25- or 200-lb. Bradley hammer is 
obtained for any number of blows. The particular hammer to 
use is dependent, of course, upon the character of the work 
and should be mentioned on the instruction card issued with 
the job. The curve for ascertaining the time required to form, 
or drop, one piece, Fig. 118, is a triple graph giving the time for 
blows with a heavy drop of 600 pounds, light drop of up to 
600 pounds and with a steam hammer by which heavier drops 
may be administered. The required drop should be invariably 
specified on the instruction card. 

Curves "A" and "5," shown in Figs 114 and 115, are also 
employed in determining the task time for a given job, the 
former giving the time required to load the furnace with the 
bars to be heated and the latter the time needed to heat the 
number of cubic inches of metal required. Finally, the curve 
shown in Fig. 113 and referred to in the instructions for the 
use of the time data curves as the regular No. 40 curve, is a 
delay-allowance curve similar to those discussed in Chapter V, 
suitable for establishing the necessary allowances for the drop- 
forging operations conducted at the Winchester plant. 

Fig. 1 20 illustrates an instruction card compiled for a particular 
drop-forging operation and indicates, perhaps even more plainly, 
the convenience of the time-study-data curves as aids in rating 



— 271 — 

work. Even to the uninitiated it must be evident that it is a 
comparatively simple matter to take from the curves the unit 
times for the various operations, total them, add the necessary 
time allowance, also readily taken from a curve, and so deter- 
mine an accurate measure of the time a set task should take. 
Of course, the rate setter must be familiar with the line of work 
he rates, but the convenience of the curves is as great to a 
trained man as to a novice. 



APPENDIX VII 
INVESTIGATING A BRASS ROLLING MILL PROCESS 



APPENDIX VII 

INVESTIGATING A BRASS ROLLING PROCESS 

TYPICAL of approved investigations and methods followed 
in setting rates for operations that do not lend themselves 
to the refinements of time-study procedure common to the 
general run of machine-shop operations, is a study that was 
made of certain operations in a brass rolling mill. The object 
of the investigation was to establish a reliable measure of 
the work accomplished, as a basis for rate and recompense 
setting. 

Briefly, the operation studied consisted of passing bars of 
brass, gilding or nickel between sets of double water-cooled 
rolls to bring their thickness down to specified dimensions. 
Both preparatory and subsequent acts to that of actually passing 
the bars through the rolls are entailed, which can be and were 
time-studied according to approved procedure for such oper- 
ations, but the particular object of the investigation in question 
was to arrive at accurate and equitable terms in which to ex- 
press the capacity of the rolls, and from which fair and equitable 
tallies could be arrived at for paying the men in proportion 
to the output realized. The details of the operation may not 
be the same in other rolling mills, or in the majority of mills, 
but the study is typical of approved procedure for the not 
uncommon situation that appears to defy a reasonable time 
study. 

The heavy, break-down, rolling, previous to taking the study, 
had been conducted on a bonus plan of recompense, by which 
the men received a definite premium, or bonus, for all passes 
in excess of a specified number per day. The weak feature of 
the plan was that the bars were not always rolled from one 
certain thickness to another, so that the time consumed per 
pass would vary between wide limits; particularly would this 
be so if the method of recompense was extended to include the 
run-down, make-ready and finish passes. The scheme of meas- 
uring the work performed by the weight, or tonnage, rolled 
was even less practical, owing to the fact that the tonnage 
varied widely with the thickness of the bar, while on the 



— 276 — 

break-down, heavy tonnage could be passed in a comparatively 
short period of time. On the final passes, when the material 
had been rolled thin, it might take several hours to pass a ton 
of material. 

As the weight of the bar remains practically constant during 
the rolling processes, a logical measure of the work performed 
by the operators would be the length gained by the bars in 
the various passes. This measure, logical as it is, also fails to 
be practical for all passes. When the bars have been rolled 
down to a certain thickness, the comparatively long and thin 
strips are coiled for facility in handling, making an accurate 
measure of their length a difficult matter. However, while 
the bars lengthen as they are subjected to the pressure of the 
rolls they also widen to a certain extent, so that just as accurate 
measure of the work performed by the operators is set by the 
increase in the width of the bars. A system of rate setting 
based on the increase in width of the bars was decided upon, 
therefore, as being not only accurately established, but practical 
of introduction — the width of the bars being subject to fairly 
accurate measure, whether the material was in the form of 
flat bars or coiled sheets. 

To collect the necessary data whereby equitable rates could 
be based upon the increase in width of the bars during the 
rolling processes, a considerable amount of information had 
xo be collected, analyzed, correlated, and made use of. In the 
first place, the varieties of metal rolled, the widths of standard 
bars and their average weights had to be ascertained. Briefly 
summarized, this specific data — as it pertained to the mill 
where the study was made — is listed in the accompanying 
table, "Material Data." 

MATERIAL DATA 

Material Brass, Gilding and Nickel. 

Size of bars 3% in. to 12 }4 in- wide. 

Weight of bars 3% in- wide, 42 pounds; 4J/g in. to 5% in. wide, 56 pounds; 

12 \i in. wide, 168 pounds. 

The handling of the bars, particularly as to the question of 
the weight carried by the supply trucks, was also of importance, 
as it is, in large measure, upon the continuity of the supply 
of material to the rolls that the output depends. The following 
trucking practice was found to be employed and to be satis- 
factory for the capacity of the rolls. For the break-down, sixty 
of the 56-pound bars constituted a truck-load; while for the 
run-down, make-ready and finish rollings from sixty to eighty 



-277 — 

bars formed a load, the exact number depending upon the 
thickness of the bars and upon whether the thin bars, or strips, 
were loosely or tightly rolled. In the case of the 168-pound 
bars, thirteen were customarily trucked at a time, though this 
number was occasionally increased to sixteen per load. 

The mill, or roll, speeds were already established and pre- 
sumably were the best suited for the work. However, they 
were carefully checked and found to be for the break-down, 
or rough, rolling, 105 feet per minute; for the run-down, or 
semi-rough, rolling, 125 feet per minute; and for the make- 
ready and finish, the semi-finish and finish rollings, respectively, 
162 feet per minute. 

Standard times for use in writing up instruction cards were 
also established of operations performed previously and 
subsequently to the actual passing of the bars through the rolls. 
For example, 1.2 minutes is allowed for moving the supply 
truck in position and starting the first bar through the rolls. 
Such time allowance is standard for the first bar of all runs, 
except on the break-down, for which only 0.8 minutes is allowed 
— a double crew of helpers working alternately on such heavy 
operation. To remove and place on the receiving truck the 
first bar of each run, 0.03D minute is allowed, except when the 
material has been rolled so thin as to require the coiling mech- 
anism being brought into use. When this becomes necessary 
0.210 minute is allowed to remove the coil from the coiling 
block and place it on the truck. These allowances are made 
only for the first bar passed on each run, for the balance of the 
bars in any run are passed following one another in close suc- 
cession, so that no starting or removing time allowances have 
to be provided. 

Standard time allowances are also set for gaging the bars 
after each pass and for correcting the roll settings. On the 
break-down, run-down and make-ready rollings, 0.2 minute is 
allowed for all passes other than the final pass, for which 0.3 
minute is allowed. On the final pass for finish rolling, however, 
the allowances are somewhat increased — being for all passes 
but the final one, 0.3 minute and for the final pass, 0.4 minute. 
Such unit times, as well as those established for moving the 
supply trucks to position, passing the first bar and for removing 
the first bar passed on each run to the receiving trucks, are 
arrived at by means of time studies, records of which will be 
presented following this general description of procedure. 

On finished rolling, time is allowed for correcting the roll 
setting for the first bar on each pass but the last, when time is 



— 278 — 

allowed for correcting the roll setting after one or two bars 
have been passed. 

Such, summarized, are the time allowances made for handling 
operations. The time consumed in the actual machine operation 
of rolling can be accurately arrived at by the aid of a formula, 
the derivation of which from recorded time-study data follows, 
but studies should also be made to record machine times and 
to check calculated data, etc. When making such studies 
care should be exercised to note the original casting width of 
the bars, for the majority of the calculations involved in ar- 
riving at the proper rate of production are based upon the 
casting width, rather than upon the width of the bar during 
any stage of the rolling down. It is also necessary to note and 
establish the most effective "tolerances" for each pass and how 
frequently the bars should be annealed, annealing being neces- 
sary on account of the surface hardening brought about by the 
rolling. The class of material rolled has to be taken into con- 
sideration, of course, and when possible its chemical composition 
should be ascertained, or, if this cannot be obtained, accurate 
information should, be secured of the average weight of the 
material. 

At the plant where the study under consideration was taken,, 
the average composition of the various materials rolled and 
their respective weights per cubic inch are given in the ac- 
companying table, while the widths of the castings customarily 
rolled are as follows: 

3^ inches 4% inches 4% inches 5% inches 

m " 4H " 4% " 12M " 

AVERAGE COMPOSITION AND WEIGHT OF MATERIALS 

Material Composition Weight per cubic inch- 
Brass 67 to 68 per cent, copper 0. 3025 pound 

Gilding 95 per cent, copper 0. 3195 pound 

Nickel (Cupro) 85 per cent, copper 0. 3219 pound 

The machine, or rolling, time is proportional to the thick- 
ness to which the metal is rolled, the increase in bar width re- 
sulting from the rolling, the volume of the bar remaining con- 
stant, and, of course, to the class of material and the speed of 
the rolls. Based on such hypothesis, studies were made to 
determine the proportional increase in width of bar for various 
reductions in thickness. A great number of such studies were 
made, using bar castings of various widths and of the different 
materials rolled at the mill, which were carefully studied, 
analyzed and classified until finally, by means of carefully 



— 279 — 

plotted curves establishing the trend of relationship betv/een 
reduction in thickness and increase in width, accurate tables 
were evolved giving in convenient form the results secured, 
which are applicable to any rolling operation of the same class. 
Such a table, based on the increase in width of a 4><-inch bar 
when reduced in thickness, by rolling, from I inch to 0.025 
inch, is given as "Reduction Table." 



REDUCTION TABLE 



Casting 


Decrease 


Increase 


Approximate Increase 


Thickness 


in Thickness 


in Width 


in Width 


Inches 


Per Cent. 


Inches 


Per Cent. 


1.000 


0.0 


0.000 


0.0 


.900 


10. 


.056 


1.1 


.800 


20. 


.113 


2.5 


.750 


25. 


.114 


3.0 


.700 


30. 


.169 


3.7 


.650 


35. 


.197 


4.4 


.600 


40. 


.225 


5.0 


.550 


45. 


.253 


5.6 


.500 


50. 


.281 


6.1 


.450 


55. 


.309 


6.9 


.400 


60/ 


.338 


7.4 


.350 


65. 


.366 


8.0 


.300 


70. 


.394 


8.8 


.250 


75. 


.422 


9.3 


.200 


80. 


.450 


10.0 


.150 


85. 


.478 


10.6 


.100 


90. 


.506 


11.1 


.050 


95. 


.534 


11.8 


.025 


97.5 


.563 


12.5 



The convenience, for practical use, of a table based on the 
increase in width of a bar while being reduced in thickness by 
rolling is perhaps most clearly demonstrated by a record of the 
increase in the length of the bar taking place simultaneously. 
A 4^-inch bar, 1 inch in thickness and of 68 per cent, copper 
when rolled to 0.145 mc ^ m thickness in seven passes was re- 
duced 85^2 per cent, in thickness, increased 10^ per cent, in 
width and was increased in length by 530 per cent. Quite 
obviously, a measure based on width, in such a case, is more 
readily made use of than one based on increase in length, par- 
ticularly as the length of the bar casting is, as a rule, consider- 
ably greater than its width. 

With the relationship established between the decrease in 
thickness and the increase in width of a bar passed through 
a set of double rolls, a formula for ascertaining the time re- 
quired for rolling, per pass, is readily derived if the speed of the 
rolls is known and no slippage occurs — the speed of the pressed 



— 280 — 

har issuing from the rolls, under such conditions, being the 
same as that of the rolls. Such a formula is: 



T = 



Where, 



K X B X Th X M X 12 



T = Rolling time in minutes. 

W = Weight of bar in pounds. 

K = A constant, the weight of material per cu. in. 

= 0.3025, for brass. 

= 0.3195, for gilding. 

= 0.3219, for cupro nickel. 

B = Width of bar, after rolling, in inches. 

Th = Thickness of bar, after rolling, in inches. 

M = Mill speed in feet per minute. 
12 = Conversion factor converting feet to inches. 

Should any slippage occur between the rolls and the issuing 
material, it would be dependent in large measure upon the 
"tolerance" for the pass — that is, upon the difference in bar 
thickness before and after passing through the rolls. For this 
reason, the ductility of the metal — therefore, the frequency 
with which the bar should be annealed — also plays an important 
part in establishing the rolling time, and consequently the 
capacity of the rolls. Another factor is the use to which the 
rolled metal is to be put and the importance of its finish thick- 
ness — that is, the variation in thickness allowable for the use 
to which the metal is to be put. These important considerations 
require a knowledge of requirements to be secured only through 
experience.' The facts must, perforce, be empirically established. 

An example of this is well illustrated by the curves graphically 
depicting the required operations entailed in the rolling of 
U. S. Government military cartridge case brass and the metal 
employed for U. S. rim fire cartridge cases respectively and 
shown in Fig. 121. In the instance of the cartridge case brass, 
which has subsequently to be subjected to the operations of 
blanking, cupping, drawing, heading, etc., in the manufacture 
of the cartridge case, a 4j / §-inch brass bar, I inch in thickness, 
is rolled to 0.145 inch in thickness in seven passes; while to 
roll the 5^8-inch gilding bar, used to make rim fire cartridge 
cases, from 1 inch to 0.015 inch, twelve passes are necessary — 
seven of which are necessary subsequently to the run-down roll. 
It is true that the gilding is rolled thinner than the brass, but 
gliding can be rolled closer than brass, as it is softer, so the real 
reason for the difference in the number of passes, as well as for 
the extra annealing required in the case of the gilding, is ac- 
counted for by the service for which the two materials are 
required. 



281 



The operations through which the cartridge brass has to 
pass entail a complete rearrangement of the metal in the head 
of the cartridge case, as far as the final rolling thickness and 
distribution of metal in the brass blank is concerned, so that 




000 



10 20 30 4 50 60 70- 30 90 100 
Per Cent Reduction 



FIG. 121. ROLLING PROCESS ON CARTRIDGE CASE METALS 



a slight variation in thickness of the stock as it leaves the final 
pass of the rolling process is of quite secondary importance 
compared to the necessity of having the thickness of the gilding 
accurate and uniform. Rim fire cartridge case metal has to be 
rolled out to very nearly the same thickness as that of the head 
of the finished rim fire cartridge case. Furthermore, it is im- 
portant that the thickness of the metal for rim fire cases be 
as uniform as possible, and heavy passes have the tendency 



282 — 




FIG. 122. — SUMMARY OF TIME STUDY ON MAKE-READY ROLL 



— 283 — 

to leave the metal slightly thinner along the edges of the rolled 
sheet than at its central portion, hence the need of the light 
passes toward the end of the rolling processes and of the extra 
annealing to which the metal is subjected at the banding point. 
Although the foregoing covers the main operations involved 
and the time allowances, etc., that are required for any rolling 
task undertaken in the department investigated and studied 
and where rates established from such investigation were put 
in force, individual time studies should also be made in order 
to check handling time allowances and record actual machine 
times. 

An example of such a time study, well illustrating approved 
procedure, is furnished by that taken of the make-ready roll 
on a 4^-inch (casting width) brass bar. The rolling reduced 
the thickness of the bar from 0.145 inch to 0.040 inch in three 
passes at a roll speed of 162 feet per minute. The first two 
reductions were from 0.145 mcn to 0.090 inch and from 0.90 
inch to 0.064 mcn respectively, while the final pass reduced the 
thickness of the bar from 0.064 mcn to 0.040 inch. 

A summary of the observations recorded for the individual 
operations performed on the three passes are entered on the 
observation sheet shown in Fig. 122. The method of taking 
the observations, their analyses and the computations involved 
do not differ in any way from standard time-study procedure, 
but it will be noted that the summarized observations contain 
a wealth of data. Not only are the sequence and character 
of the fundamental operations recorded on the observation 
sheet, but even the personnel performing the various acts. 

The total selected, machine and handling times for the various 
passes are totaled and to the respective sums are added a 
machine-time allowance of 10 per cent, and a handling time 
allowance of 25 per cent., as customary. An additional allow- 
ance of ten minutes is also made for washing and oiling. The 
rolling time per piece and the hourly production are readily 
arrived at and a rate per thousand bars, calculated on the base 
rates of the roller and helpers, established — see computations 
on observation sheet, Fig. 122. 

An instruction card, such as that shown in Fig. 123, is pre- 
pared, giving in detail all necessary information concerning 
the task, processes, sequence of operations, unit times and all 
time allowances. The instruction card should also give the 
size of the necessary crew, the task production, necessary me- 
chanical data and full information concerning rates arranged in 
a convenient and explicit form, such as that illustrated. 



284 







"~T 


'■ ROLLING MILL 


INSTRUC 


TIOII CA 
/8"„BRA 


r4 25 - M - 102 




: OPERATION MAKE BEADY ROLL MATERIAL A? 


SS...BAR...NQ. PASSES..-? 






BASE RATES-ROLLER $0.39 HELPER $0.30 MILLS NO. 


5 - 7 AT 162 F. P.M. 






OPERATION NO. 










71 








Pass 1 


Pa83 2 


Pass 3 












to 


to 


to 












TOT.ERANCKS From .145 


.090 


.064 


.040 










RATIO OF HAND, TO MACH. TIME 


.275 


.196 


.142 








Item 


















No. 


.DETAILED INSTRUCTIONS 


Time 


Time 


Time 




Total 




1 


A.B.C.D, & E Set rolls and 


















stock guide-help change 


















trucks 





___ 


--. 










2 


B.C.D, &. E Move truck load 
of 80 bars into position 


1.200 


1.200 


1.20C 










3 


*B Pass 1st bar into rolls 





... 


... 










4 


ROLL 


.196 


.275 


.440 










5 


*C Remove l3t bar to truck 


.030 


.030 


.030 










6 


A Gage 1st bar and correct 
roll setting 


.200 


.200 


.300 










7 


*B Pass next bar into rolls 





... 













8 


ROLL 


.196 


.275 


.4 4C 










9 


*C Remove bar to truck 


.030 


.030 


.030 










10 


A Gage bars as often as 
necessary on finish pas: 
while rolling next bar 
















11 


Repeat items 7,8,9, & 10 

78 times 
Allowance for correcting 

roll setting during finish 

pass 


17.628 


23.790 


36.660 
.500 










Total Selected Time 


19.480 


25.800 


39.600 




84.880 








A a Roller 


















B,C,D, 8c Z - Helpers 
















* 


Helpers B & C alternate with 


helpers 


D & E 


on each 


pass 










Total Machine Time 


15.680 


22.000 


35.200 




72.880 








Machine Allowance at 10/» 


1.568 


2.200 


3.520 




7.288 








Total Handling Time 


3.800 


3.800 


4.400 




12.000 








Ffandline Allowance at 25# 


.950 


.950 


1.100 




3.000 




Working Cycle 










95.168 








Wash TTp .Allowance, 10 Min. 










1.618 




Time for 80 Bars 










96.786 






No. 


Time for One Bar 










1.210 




HOURLY PRODUCTION 










49.5 






oi 


















1 


ROLLER'S RATE PER 1000 BARS 










$10. 5C 






4 


HELPER'S RATE PER 1000 BARS 










$8.10 






JI.Q.M* sti* 


c"5i«o •• LK.rri.ii, 


«...» »t 






I 






o.t. £ 


-6-J9 


••'« a.-6-ji 


O.T. 


1 




. ___ 





FIG. I23. — ROLLING MILL INSTRUCTION CARD 



— 285 — 

In such manner is an equitable, effective and accurate rate 
arrived at for an operation that would at first thought appear 
to defy a reasonable time study. The principles involved differ 
in no way from those upon which more familiar studies are 
based, nor does the procedure differ in any material manner; 
simply a logical application of proven principles to specific 
conditions. Furthermore, it is obvious that after sufficient 
data have been compiled and conveniently tabulated for refer- 
ence, new rates can be predetermined for other rolling opera- 
tions without the necessity of additional time studies. 



APPENDIX VIII 

AN UNIQUE CONTROL OF VARIABLE TASKS 



APPENDIX VIII 

AN UNIQUE CONTROL OF VARIABLE TASKS 

IN manufacturing operations, it is frequently impractical to> 
measure the work performed by individuals in terms of or 
by the production in number of pieces completed, for the work 
entailed may be of such a nature that the one performing it 
does not control the quantity of pieces produced. For example, 
a cycle of elements constituting a complete operation may be 
made up of two classes of acts, the time consumed in perform- 
ing one of which is definitely fixed and constitutes the greater 
part of the time required for the complete operation, while the 
time consumed for the other, the shorter part, is more or less 
under the control of the one performing the work. The con- 
dition may be further complicated by the time for the fixed 
part differing in duration for various repetitions of the cycle- 
of elements. 

In variable tasks of such nature, it is quite obvious that time 
is the only common factor upon which an equitable rate of 
recompense for the work can be established, and that a "unit" 
of time may be selected as a basis which, as long as the rate of 
recompense per "unit" remains the same, will serve as the only 
variable factor in computing earnings for each complete opera- 
tion. The longer part of fixed duration would be credited 
with a certain specific number of "units," depending upon the 
length of time involved, and the shorter operation under the 
control of the one performing the work, to a certain extent, 
is also credited with a certain specific number of " units." 
The combination of these two sets of " units " sets a definite 
task measure in teims of " units." 

An example of an operation entailing such task conditions 
is well typified by that of annealing metals for the various 
rolling processes required to reduce the cast ingots or blocks 
of metal to thin sheets, for the duration of the heats is invari- 
ably long compared to the charging time. That is, the time 
during which the metal is retained in the furnace is long in 
comparison to the time required to place the metal in the 
furnace and for its subsequent removal. During the entire 



— 290 — 

heat, a head annealer has to care for his fires, maintain the 
proper furnace temperature, etc., and superintend, while his 
helpers, upon whom the actual work of charging the furnaces 
and removing the heated metal devolves, can be advantageously 
employed at other furnaces when not actually engaged in caring 
for the first furnaces. 

To arrive at a measure of the work upon which to compute 
equitable earnings, it is obvious, only the output of the furnaces 
over which he has direct charge should be taken into consid- 
eration, in the case of the annealer, while, in the case of the 
crew of helpers, the output of all furnaces in operation should be 
reckoned with, as the total output is affected by the industry 
of the helpers. Complicating the problem still further is the 
fact that the duration of the various heats is not always the 
same. As an example of the variable duration of heats in a 
specific operation, the heats for annealing cartridge-case metal 
may be cited. The duration of the heats for the same material 
at different stages of the rolling processes varies between such 
wide limits as eighty and two hundred minutes. Time, how- 
ever, is the one factor that has to be considered in all heats 
and is the common factor, as well, controlling the output to 
be credited to the furnaces over which each annealer has charge 
and the output of all operating furnaces cared for by the crew 
of helpers. 

Time, then, is the logical measure for annealing processes, 
just as it is for any other class of work, upon which to base 
a recompense that is proportional to the output realized, and 
for convenience in computations time may be measured in 
any units of definite duration quite as well as in terms of hours, 
minutes and seconds. A "unit" may be taken as representing 
ten minutes, for instance, so that an annealing heat of eighty 
minutes would be one equivalent to eight units, or a heat of 
two hundred minutes, equivalent to one of twenty units. 
Based on such "unit" measure of time, an original and con- 
venient control for variable tasks, such as that represented by 
annealing, has been developed. 

In one plant, where such method of control is in force, the 
annealing was conducted in furnaces of the muffle type, ar- 
ranged in pairs. A definite number of furnaces was in charge 
of one annealer, the heavy manual work of charging the muffles, 
etc., performed by the necessary number of helpers. The 
responsibility of each annealer did not extend beyond the fur- 
naces in his charge, but the services of the helpers were made 
use of for all furnaces in operation at the same time, or as many 



— 291 — 

furnaces as could be properly cared for by the size of the crew 
engaged on the work. The duties of the helpers were to pull 
the pans of heated metal from the furnaces at the end of each 
heat and at the same time to pull the pans of metal to be an- 
nealed next into the muffles. The successive pairs of annealing 
pans were linked together with removable couplings, so as the 
pans containing the metal that had reposed in the furnaces 
during the preceding heat were withdrawn, pans loaded with 
metal to be annealed during the following heat would be drawn 
into the furnaces without the loss of any time. 

A definite time allowance, accurately established by standard 
time-study procedure, was provided for drawing and charging 
the various furnaces, which was also expressed in "units." 
For instance, if the time allowed for drawing and charging a 
set of furnaces was placed at six minutes, each anneal would 
be credited with six-tenths of a unit for such operation. A 
definite time allowance was also made to cover the time which 
was required to bring the temperature of the metal charge up 
to the temperature required for the heat. 

Recompense was based" on a fixed number of "units," at a 
definite rate per unit. The annealer received pay for the total 
number of units credited to the furnaces in his charge, and 
only for such units, while the helpers divided the pay, at their 
rate, for the total number of units credited to all the furnaces 
in operation. Expressed in algebraic form, the earnings of the 
operators — the annealers and their helpers — were: 

E = U' X R' for annealers. 

£ = ^XMXR'for helpers. 

Where : 

E = Earnings (Total, piece-work). 

M = Piece-work hours per helper. 

R' = Annealer's rate of recompense per unit. 

R = Helper's rate of recompense per unit. 

U' = Total units per annealer's pair of furnaces, 

U = Total units for all furnaces in operation. 

H = Total helpers' piece-work man hours. 

The "units" credited to all the furnaces served were simply 
pro-rated between the helpers working, so that the smaller 
the number of helpers, the greater was the share received by 
each helper. In this way, the labor cost for an anneal of given 
duration remained constant so long as the unit rates remained 
the same — just as in the case of labor production costs on piece- 
work when the piece rates do not vary. The size of the crew, 
it is thus seen, was an important factor bearing upon the estab- 
lishment of the rate per unit for the helpers. 



— 292 — 

To operate effectively a given number of muffle furnaces, 
;a definite amount of assistance must be rendered the annealers. 
An annealer in charge of a certain number of furnaces, to realize 
a satisfactory output must be provided with an adequate num- 
ber of helpers. The larger the furnace battery, or the greater 
the number of muffles in operation, the smaller need be the 
number of helpers required per muffle, as a rule, but an adequate 
crew is essential. However, as the product can only carry a 
certain labor cost, the aggregate of the helpers' earnings is 
perforce fixed to a great extent, so the helpers' rate was estab- 
lished on the basis of the maximum number of helpers required 
for given numbers of muffles operating at the same time. 
The maximum crews for various numbers of muffles in opera- 
tion were established by approved time-study methods and 
the rates of recompense based upon the employment of an 
adequate number of helpers. 

High production with a low piece cost cannot fail to be assured 
under this method of production control by two very potent 
factors. The earnings of the annealers are based on the pro- 
duction of the muffles in their charge, so there is a strong in- 
centive for each annealer to conduct as many anneals as possible 
and eliminate all possible idle furnace time. As the duration of 
the various heats are established and the credit units accruing 
are proportioned thereto, it is to the advantage of the annealer 
to hasten the charging of his furnaces as much as possible. 
The inevitable result is that the annealers will demand a suffi- 
cient number of helpers to care for the removal of the heated 
charges and the introduction of fresh pans of metal to be an- 
nealed rapidly and promptly. The helpers, on the other hand, 
divide the units credited to all furnaces in operation, so ob- 
viously desire to keep their number at a minimum, in order 
for each to secure as large a share as possible of the credits. 
However, as the output of each muffle is of personal interest, 
they will not jeopardize "units" by inability to serve all oper- 
ating furnaces without undue delay. The annealers demand an 
adequate number of helpers, while the helpers, though ap- 
preciating fully that their earnings are dependent upon their 
ability to serve promptly with every set of muffles in operation, 
can be counted upon — from motives of self-interest — to resist 
the employment of more helpers than necessary for the effective 
operation of the furnaces. Both production and their earnings 
are to a considerable extent in the control of the operators, so 
high output at low piece cost is appreciated by them quite as 
much as by the management. 



APPENDIX IX 

RATING TASKS BY TAXING WASTE 



APPENDIX IX 

RATING TASKS BY TAXING WASTE 

ANY task entailing the formation of a considerable amount 
^ of scrap, particularly if the material worked with is com- 
paratively inexpensive and the workers more or less irrespon- 
sible, is one in which much material is very apt to be wasted 
as well. Cheap though the material may be, the cost of the 
product becomes unduly high and the aggregate wastage not 
infrequently quite a substantial and, in large measure, unneces- 
sary expense. An excellent example of such a task is that of 
making blue prints with the continuous, cylinder type of blue- 
printing machine. In such a machine, the sensitive paper is 
supplied continuously, the tracings or papers to be reproduced 
being placed on the moving blue-print paper just before it 
passes about the cylinder of the machine. In many establish- 
ments using such equipment it is highly probable that as much 
or more of the sensitive paper is wasted by not arranging the 
tracings compactly and economically as is productively em- 
ployed. That is, the scrap paper trimmed from the washed 
prints is several times more than necessary and the prints 
cost, quite probably, twice as much as they would were the 
avoidable waste eliminated. Blue-print paper is not very 
costly, it is true, but in the many plants employing a sufficient 
number of blue prints to warrant the installation of one or 
more continuous, cylinder type blue-printing machines the 
annual waste in blue-print paper amounts to no inconsiderable 
sum. 

Quite obviously, the most economical manner of conducting 
a blue-print department is on a task-time basis supplemented 
by a tax on all waste — i. e., a tax on all scrap in excess of the 
amount justified from a practical point of view. A generous 
credit should be allowed for work performed, the number of 
prints made, against which should be debited a charge for all 
unnecessary scrap, in such way putting a premium on the 
elimination of waste. Before such a method can be introduced 
effectively, a quite extended time study is essential, preceded 



— 296 — 

by a thorough standardization of procedure, calibration of 
machines, etc. 

The first requirement would be to establish an economical 
routing of all requisitions for the necessary materials — the 
tracings and the sensitive paper — for filling the requisitions 
for blue prints. The requisition for blue prints would go pre- 
sumably to a receiving desk to be stamped, a copy filed and a 
requisition for the necessary tracing sent directly to the storage 
vault. The tracing and requisition should then pass as directly 
as possible to the blue-print machine, the necessary number of 
prints made and the tracing returned promptly to the vault. 
The prints should then pass to the washing and drying section 
without delay, be washed and dried, and then to the trimming 
department. The trimmed print, or prints, should then be 
checked and returned to the receiving desk for record, after 
which they should be promptly dispatched to their destination. 
Such, briefly, would be the usual routing of a blue print and 
its tracing, and the first consideration in rating a blue-print 
department is to ascertain whether any avoidable delays occur 
in such passage. Avoidable delays must be eliminated, for to 
justify rating the actual operations of making the blue prints 
it is essential to have the routine of handling prints and tra- 
cings, etc., conducted with clock-like precision, else the rating 
of the printing processes loses importance. 

To conduct a blue-print department of any size in an effec- 
tive manner, the work should be specialized and an adequate 
working force provided. Each blue-print machine should be in 
charge of a machine operator, and in addition a washer is re- 
quired to wash and set to dry the output from a machine oper- 
ated effectively, a trimmer to trim the prints from each busy 
machine and some one else to check the prints and requisitions, 
besides the recorder at the receiving desk. That is, for each 
blue-print machine kept busy enough to justify rating its oper- 
ating force, four operators, each with a specific task to perform, 
would appear to be necessary to attain economical and speedy 
production, in addition to the recorder at the receiving desk, 
who should be capable of handling the work for several machines. 
Such an organization must work in harmony, co-operate, and 
eliminate so far as possible all idle time, else confusion and 
piling up of work is sure to result. 

With a suitable operating force selected, instructed as to 
approved procedure and imbued with the spirit of co-operation, 
a careful calibration of the blue-print machine is necessary, 
for it is upon the output of the machine that the recompense 



— 297 — 

for the handling operations performed by the workers is based. 
The speed with which the sensitive paper is fed to the printing 
machine must be accurately established. This calls for a series 
of extended production studies, the approved procedure for 
taking which was described in detail in Chapter III. The speed 
of the paper feed is controlled on most blue-printing machines 
by setting a controller into one of a series of speed notches, 
so the object of the production studies is to record definitely 

































! 








Curve Snowing Relation 
between 
Notch Number &. Speed . Ft. per Kin 












i 
























/ 


































y s 


































SsS ! 
































vA^y 


s 




























c«jS 








| 


























Jjj 


W 

































































































































•2 -I 1 2 3 4- 5 6 7 8 9 10 II 12 13 14 15 IG 

Notch No. 

FIG. I24. — CALIBRATION OF MACHINE 



the relationship between the various notch numbers and the 
corresponding speed of the sensitive paper about the cylinder, 
or drum, of the machine. From the data secured from such 
studies, curves may be advantageously plotted to show the 
relationship between the notch number and speed of paper — 
such as the curves shown in Fig. 124 for two. machines carefully 
calibrated by production time studies — in order to obviate any 
possible errors in noting speeds or recording data. Accurate 
tables of paper speeds with the controller set in the various 
notches can then be prepared from such curves, or the curves, 
if laid out to suitable scale, may serve as record for the speeds. 

Once the paper speeds have been accurately calibrated by 
notch numbers, the speeds at which various kinds of tracings, 
etc., are best printed — the length of exposure required — should 
be standardized, necessitating additional time studies, from 
which tables recording standard practice should be evolved. 

In the average establishment making blue prints, the prints, 
even when standardized into specific sizes, vary more or less 



— 298 — 

in area, and it is obvious that neither the full width of the 
sensitive paper or its full length can be productively utilized. 
There must be a certain amount of scrap that is unavoidable. 
This proportion must be accurately ascertained by time-study 
procedure, making due allowance, of course, for the imprac- 
ticability of obtaining the most economical arrangement of 
tracings, etc., on the sensitive paper while conducting produc- 
tive blue printing. Both the average percentage width of 
paper utilized and the percentage of paper made of service 
should be ascertained, as both values are required to establish 
a basis for premiums on minimizing waste. 

The amount of sensitive paper utilized in a given time can 
be measured with accuracy, but not so the amount of scrap, 
the latter being irregular and variable in shape and area, so 
preventing accurate surface measurement by any practical 
method. As a standard of sensitive paper is obviously a ne- 
cessity for productive operation, however, an accurate measure of 
both paper utilized — i. <?., paper available for prints, not the 
total amount of sensitive paper passing about the cylinder of 
the machine — and the amount of scrap paper can be arrived 
at by weight. 

The foregoing standards established by approved time-study 
methods, their application in the rating of blue-print production 
by a task and premium method with a tax placed on waste, 
is best demonstrated by presenting an example taken from a 
plant where such method of taxing waste is in force. 

At the establishment in question, two blue-printing machines 
— employing paper 42 inches in width — are in service, the blue- 
printing organization consists of nine persons — two machine 
operators, two print washers, two print trimmers, two checkers 
and one recorder — and the members of the group are paid a 
premium based on the total production of the department. 
One of the machines is employed on regular straight-run work, 
while the other is used on work of an emergency character 
and work of a miscellaneous nature that necessitates different 
speeds of machine operation. The two machines, however, 
are considered as a unit in computing the task time and the 
time basis upon which the premium time is calculated. 

Production studies and observations have established the 
standards that the average operating feed of the sensitive 
paper to the machines is 3 feet per minute; the utilized width 
of the sensitive paper, 80 per cent.; the weight of the paper, 
after washing and drying, 0.0195 pound per square foot; and 
the average machine time per hour, 45 minutes. 



— 299 — 

The number of pounds of usable paper per hour consumed 
by the two machines is then expressed by the formula: 



Where; 



Weight =SXWXFX^XMX2 

S = Paper feed (speed) in feet per minute. 
W = Width of blue-print paper in feet. 

F = Width of paper profitably used — in per cent. 

K = Weight of paper per square foot. 

M = Machine time per hour in minutes, 

and the final numeral of the equation denotes two machines. 

By substituting the established standards for the terms of 
the formula, the weight of usable paper per hour from the 
two machines, and so chargeable to the group of nine persons 
constituting the personnel of the blue-printing organization, is 
found to be 14.8 pounds (3 X 3.5 X 0.8 X 0.0195 X 45 X 2 
= 14.8). Such amount is equivalent to 1 pound of paper from 
the two machines for the group of nine in 0.0675 hour, or to 1 
pound of paper from the two machines for each person every 
0.60 hour. The "time basis" for the operation is then set 66 2/3 
per cent, higher, or at 1 hour. 

In the foregoing computations no consideration is taken of 
the scrap resulting, other than limiting the weight of paper 
used to that available for printing purposes by virtue of the 
usable width factor, but in computing earnings the amount 
of scrap has to be taken into account, for deductions are made 
for wastage, or scrap in excess of an allowed amount. The 
permissible scrap is arrived at by extended production studies 
and from the data secured tables are prepared giving the "cor- 
rected weight" of paper consumed — that is, the weight of the 
usable paper and that of allowable scrap. Such a table is shown 
in Fig. 125, "Weight Table." The weights of paper listed are 
limiting weights, and any saving realized in consumption of 
paper is rewarded by a premium, depending in amount upon 
the saving made in scrap. In other words, wastage is subjected 
to a tax. 

The weight of usable paper consumed in any period is 
obtainable by the formula previously explained and the amount 
of dry accumulated scrap can be accurately weighed. If, then, 
the weight of scrap is deducted from the "corrected weight" of 
paper used, as ascertained from the "Weight Table" (Fig. 125), 
the difference will be an accurate measure of the economy rea- 
lized in the use of the blue-print paper. For instance, if 120 
pounds of usable paper are consumed in a given time and the 
scrap resulting, washed and dried, weighs 40 pounds, a saving 



300 



has been realized. The "corrected weight" for the consump- 
tion of 1 20 pounds of usable paper is 162 pounds. Deducting 
the 40 pounds of scrap gives 122 pounds of usable paper allowed 
for the period. As the rate of recompense for the workers is 





POUNDS 


CORRECTED 


POUNDS 


CORRECTED 


POUNDS 


CORRECTED 


POUNDS 


CORRECTED 




USED 


WEIGHT 


USED 


WEIGHT 


USED 


WEIGHT 


USED 


WEIGHT 


1.0 


1.35 


46.0 


62.10 


91.0 


122.85 


. 136.0' 


183.60 




2.0 


2.70 


47.0 


63.45 


92.0 


124.20 


137.0 


184.96 




3.0 


4.05 


48.0 


64.80 


93.0 


125.55 


T38.0 


186.30 




4.0 


5.40 


49.0 


66.15 


94.0 


126.90 


139.0 


187.65 




5.0 


6.75 


50.0 


67.50 


95.0 


128.25 


140.0 


189.00 


6.0 


8.10 


51.0 


68.85 


96.0 


129.60 


141.0 


190.35 




7.0 


9.45 


52.0 


70.20 


97.0 


130.95 


142.0 


191.70 




8.0 


10.80 


53.0 


71.55 


98.0 


132.30 


143.0 


193.05 




9.0 


12.15 


54»0 


72.90 


99.0 


133.65 


144.0 


194*40 




10.0 


13.50 


55.0 


74.25 


100.0 


135.00 


145.0 


195.75 


11.0 


14.85 


56.0 


75.60 


101.0 


136.35 


146.0 


197.10 




12.0 


16.20 


57.0 


76.95 


102.0 


137.70 


147.0 


198.45 




13.0 


17.55 


58.0 


78.30 


103.0 


139.05 


148.0 


199.80 




14.0 


18.90 


59.0 


79.65 


104.0 


140.40 


149.0 


201.15 




15.0 


20.25 


60-0 


81.00 


105.0 


141.75 


150.0 


202.50 


16.0 


21.60 


61.0 


82.35 


106.0 


143.10 


151.0 


203.85 




17.0 


22.93 


62.0 


83.70 


107.0 


144.45 


162.0 


205.20 




18.0 


24.30 


63.0 


85.05 


108.0 


145.80 


153.0 


206.55 




19.0 


25.65 


64.0 


86.40 


109.0 


147.15 


154.0 


207.90 




20.0 


27.00 


65.0 


87.75 


110.0 


148.50 


155.0 


209.25 


21.0 


28.35 


66.0 


89.10 


111.0 


149.85 


156.0 


210.60 




22.0 


29.70 


67.0 


90.45 


112.0 


151.20 


157.0 


211.95 




23.0 


31.05 


68.0 


91.80 


113.0 


152.55 


158.0 


213.30 




24.0 


32.40 


69.0 


93.15 


114.0 


153.90 


159.0 


214.65 




25.0 


33.75 


70.0 


94.50 


115.0 


155.25 


160.0 


216.00 


26.0 


35.10 


71.0 


95.85 


116.0 


156.60 


161.0 • 


217,36 




27.0 


36.45 


72.0 


97.20 


117.0 


157.95 


162.0 


218.70 




28.0 


37.80 


73.0 


98.55 


118.0 


169.30 


163.0 


220.05 




29.0 


39.15 


74.0 


99.90 


119.0 


160.65 


164.0 


221.40 




30.0 


40.50 


75.0 


101.25 


120.0 


162.00 


165.0 


222.75 


31.0 


41.85 


76.0 


102.60 


121.0 


163.35 


166.0 


224.10 




32.0 


43.20 


77.0 


103.96 


122.0 


164.70 


167.0 


225.45 




33.0 


44.55 


78.0 


105.30 


123.0 


166.05 


168.0 


226.80 




34.0 


45.90 


79.0 


106.65 


124.0 


167.40 


169.0 


228.15 




35.0 


47.25 


80.0 


108.00 


125.0 


168.76 


170.0 


229.50 


36.0 


48.60 


81.0 


109.35 


126.0 


170.10 


171.0 


230.85 




37.0 


49.95 


82.0 


110.70 


127.0 


171.45 


172. 0. 


232.20 




38.0 


51.30 


83.0 


112.05 


128.0 


172.30 


173.0 


233.55 




39.0 


52.65 


84.0 


113.40 


129.0 


174.15 


174.0 


234.90 




40.0 


54.00 


85.0 


114.75 


130.0 


175.50 


175.0 


236.25 


41.0 


55.35 


86.0 


116.10 


131.0 


176.85 


176.0 


237.60 




42.0 


56.70 


87.0 


117.45 


132.0 


178.20 


177.0 


238.95 




43.0 


58.05 


83.0 


118.80 


133.0 


179.55 


178.0 


240.30 




44.0 


59.40 


89.0 


120.15 


134.0 


180.90 


179.0 


241.66 




45.0 


60.75 


90.0 


121.50 


135.0 


182.25 


180.0 


243.00 



FIG. 



I 2 5- 



CORRECTED WEIGHT TABLE 



figured on the assumption that 122 pounds of usable paper 
would be used, the group earns a certain premium as a reward 
for the care exercised to minimize scrap. 

In computing premium earnings, the "corrected weight" of 
the paper consumed minus the weight of the scrap formed 
serves as a measure of pay units, and so becomes a factor in 



301 — 



the convenient formula evolved for calculating the total pre- 
mium time earned by the workers, which follows: 



Where; 



"^ 



P = Total group premium time. 
T = The product of the "Time Basis" multiplied by the number of 
pay units earned by the group (ascertained from the " Weight 
Table"). 
t — Sum of the hours worked by the individual members of the group. 

The "Time Basis" is taken as one hour, or one and two- 
thirds times the average time for consuming a pound of usable 
paper by two machines, as pro-rated per person in an organi- 
zation of nine, as previously explained. Then, " T" becomes 
equal in numerical value to the number of pay units earned 
by the group, as obtained directly from the "Weight Table." 
The object of multiplying the rate at which a pound of paper 
from the two machines is credited to each member of the 
working group by i^$ is .to secure for the workers attaining 
task production a premium of one-third their base rates or 
pay, as an incentive for application to task. 

An individual's premium earnings are equal to the individual's 
premium time multiplied by the individual's day rate of recom- 
pense, the formula for which is: 



Where; 



PXGXR 

t 



P' = Individual's premium earnings. 
P = Total group premium time. 
G = Hours worked by individual. 
R = Individual's day rate. 
t = Sum of the hours worked by the individual members of the group. 

Such a method of regulating the earnings by taxing waste of 
time and material is not only bound to be productive of benefits 
to the workers in the form of increased earnings, but also to 
the management in the form of decreased cost. A full appreci- 
ation of the benefits necessitates a record of the betterment 
realized. Such a record is given in the table shown in Fig. 126, 
from which it is very evident that during the month such in- 
vestigation was made the premium earnings of the blue-print 
gang were quite substantial — somewhat over 35 per cent., on the 
average — and that the improvement became more marked as 
the workers acquired skill through interest and application. 
If the difference between the "corrected weight" of paper 
used and the sum of the weights of the usable paper consumed 



302 



DATE 


WEIGHT OF PAPER 


a. 

g 

O 

to 
O 

W 
w 

CO 


KCO 

E-" 

CO Hi 

Kg 

HO- 

M • 

T 


a, 

o 

g 

<o 
w 

o« 

gg 

CO CO 

§ 

o 

X 

t 


o 5 

OS M 

OS 

P 


H 

Per Cent 


Q 

tflD 
< CO 
COS 

°8 

lbs. 


Q 
Offi 

lbs. 


o 

C/2 

lbs. 


Sept. 17 


94 


126 


25 


9 


101 


72 


14.4 


20.0 


18 


105 


141 


33 


9 


108 


72 


18. 


25. 


20 


115 


155 


29 


9 


126 


72 


27. 


57. 5 


21 


63 


85 


13 


9 


72 


36 


18. 


50. 


23 


136 


183 


39 


10 


144 


80 


33. 


40. 


25 


105 


141 


28 


10 


113 


72 


20.5 


28.5 


26 


84 


113 


23 


9 


90 


72 


9. 


12.5 


27 


84 


113 


23 


9 


90 


7*2 


9. 


12.5 


28 


63 


85 


16 


9 


69 


36 


16.2 


45. 


30 


115 


155 


31 


10 


124 


80 


22. 


27.5 


Oct. 1 


147 


198 


40 


11 


158 


80 


39. 


47.8 


2 


115 


155 


30 


10 


125 


76 


24.6 


32.4 


3 


94 


128 


20 


9 


108 


72 


18. 


25. 


4 


105 


141 


29 


8 


112 


64 


24. 


37.5 


5 


52 


70 


14 


7 


56 


28 


14. 


50. 


7 


63 


85 


13 


7 


72 


48 


12. 


25. 


8 


126 


170 


42 


10 


128 


64 


32. 


50. 


9 


136 


183 


39 


10 


144 


72 


36. 


50. 


10 


126 


170 


36 


9 


144 


72 


36. 


50. 


11 


94 


126 


25 


10 


101 


72 


14.4 


20. 


12 


■ 63 


85 


13 


8 


72 


32 


20. 


62.5 


14 


105 


141 


29 


9 


112 


64 


24. 


37.5 


IF. 


63 


85 


15 


7 


70 


56 


7. 


12.5 


16 


84 


113 


2<L 


7 


89 


52 


18.5 


35.6 


18 


84 


113 


29 


6 


84 


46 


18. 


&.2 


19 


31 


41 


8 


6 


33 


22 


5.4 


24.5 














AVERAGE 


33.38 



FIG. 126. — PREMIUM RECORDS — BLUE- PRINT DEPARTMENT 



— 303 — 

and the scrap is taken as measuring the amount of paper saved, 
the saving during the month totaled to some 184 pounds of 
blue-print paper. Though the gain was principally in the in- 
creased rate of production, saving of time, as indicated by the 
value of the premiums earned for bettering task time, the value 
of the paper saved amounted to no inconsiderable sum. This 
saving, 184 pounds, would represent very nearly 900 yards of 
the 42-inch blue-print paper employed. 

The same method of rating tasks by taxing waste, or paying 
premiums for minimizing scrap, can be profitably adopted in 
a great variety of industries and for numerous tasks: for in- 
stance, in the manufacture of paper boxes, the production cost 
of which is materially increased by unnecessary scrap. 

Without going into a detailed explanation of the procedure 
of paper-box manufacture or of the operation of paper-making 
machines, it may be simply mentioned that the operation is 
a machine one and that the production per machine during 
any period may be directly ascertained from the counter read- 
ings registering the number of cycles of the constructing mech- 
anism of the machine. A common lating is for the counter to 
register a unit for each twenty boxes constructed, and such re- 
lationship ma)' be taken as an operating standard for the pur- 
pose of explaining the method of computing earnings. 

The first requirement in introducing the method of basing 
a premium upon the minimizing of scrap in machine paper-box 
making is to standardize the sizes of boxes, ascertain by 
careful study the exact amount of material entering their con- 
struction and by production studies arrive at a reasonable 
percentage allowance for scrap. As in the case of blue printing, 
the measure of the material utilized and the amount of scrap 
resulting are best expressed in terms of weight. That is, the 
average weights of the material productively utilized and that 
represented by the accumulated scrap has to be ascertained by 
production studies. Unlike the application of the principle 
to blue printing, however, the utilized material is subsequently 
measured by the number of boxes constructed of specific size 
and only the weight of the scrap measured. The weight of 
scrap is subsequently expressed in the number of boxes such 
weight of material would form, could it be completely utilized 
for such purpose. 

Also, the machine manufacture of paper boxes lends itself 
to a straight piece-work system of recompense, so the premium 
takes the form of a certain number of extra boxes — the number 
depending upon the percentage of the material utilized that is 



304 



converted into scrap — for which the machine operator is paid 
at regular piece-work rate. 

In one manufacturing plant where there is an inducement for 
minimizing the amount of scrap formed in paper-box manufac- 
ture — taxing waste — eight different types of boxes are made, 







co:r 


ersio:: of 


=0UIIDS OF CCRAP INTO THOUSANDS OF BOXES 








P D 11 tl 5 
"CRAP 






TYPE OF 


B 7. 








A 


B 


C 


D 


E 


F 


G 


H 


10 


.1 


.1 


.1 


.V 


.1 


>s 


.2 


.6 




20 




• 2 


.2 


# 2 


.3 


1.1 


.3 


1.3 




30 




• 3 


.7 




• 4 


1.6 


• 5 


1.9 




40 


.4 


.4 


.4 


.4 


.6 


2.1 


.7 


2.6 




=0 


.6 


.6 


.6 


.5 


.7 


2.6 


.3 


3.1 


60 




.7 


.7 


.6 


• '.9 


'3.2 


1.0 


3.8 




7Q 


.7 


.8 


.8 


.7 


1.0 


3.7 


1.2 


4.4 




8.G 


.8 


.o 


.9 


• 8 


1.2 


4.2 


1.4 


5.0 




90 


.8 


1.0 


1.0 


.9 


1.3 


4.8 


1.5 


5.6 




100 


• 9 


1.1 


1.1 


x.O 


1.5 


5.3 


1.7 


6.3 


110 


1.0 


1.2 


1.2 


1.1 


1.6 


5.8 


1.9 


6.9 




120 


1.1 


1.3 


1.3 


1.2 


1.8 


6.4 


2.1 


7.5 




130 


1.2 


1.5 


1.5 


1.3 


1.9 


6.9 


2.2 


8.2 




140 


1.3 


1.6 


1.6 


1.4 


2.1 


7.4 


2.4 


8.8 




150 


1.4 


1.7 


1.7 


1.5 


2.2 


7.9 


2.6 


9.4 


ICO 


1.5 


1.8 


i.p 


1.6 


2.4 


P. 5 


2.7 


10. a 




170 


1.6 


1.9 


1.9 


1.7 


2.5 


9.0 


2.9 


10.7 




180 


1.7 


2.0 


2.C 


1.8 


2.7 


9.5 


3.1 


11.3 




190 


l.fi 


2.1 


2.1 


1.9 


?*S 


10.0 


3.3 


11.9 




TOO 


1.9 


2.2 


2.2 


2.0 


3.0 


10.6 


3.4 


12.5 


220 


?.Q 


2.5 


2.6 


2.2 


3.3 


11.6 


3.8 


13.8 




240 




2.7 


2.7 


2*' 




13.7 


4.1 


15.0 




c^o 


r.4 




2.9 


2.6 


3.9 


13. S 


4.5 


IS. 3 




enc 


2.6 


5.1 


3.1 


2.8 


4.2 


14. S 


4.8 


17.5 




?oc 




3.4 


3.4 


3.0 


4.5 


l?.? 


5.1 


18.8 


"20 


3.C 


3.6 


3.6 


3.2 


4.8 


16.9 


5.5 


20.0 




"40 


3.2 


5.9 


c.S 


3,4 


5.1 


19.0 


5.8 


31.3 




360 


3.4 


4.0 


4.0 


?.P 


5.4 


19.0 


6.2 


22.6 




380 


3.6 


4.3 


4.3 


7,8 


5.7 


20.0 


6.5 


23.8 




400 


3.8 


4.5 


4.5 


4.0 


6.0 


21.2 


6.9 


25.1 


420 


3,o 


4.7 


4.7 


4.2 


6.3 


22.2 


7.2 


26.3 




440 


4.1 


4.9 


4.9 


4.4 


6.6 


23.3. 


7.5 


27.5 




460 


4.3 


5.2 


5.2 


4.6 


6.9 


24.3 


7.9 


28.8 




4S0 


4.5 


5.4 


5.4 


i.e 


7.2 


25.4 


8.2 


30.1 




500 


4.7 


5.6 


5.6 


5.0 


7.5 


26.6 


8.6 


31.3 



FIG. I27. SCRAP-CONVERSION TABLE 



which, for convenience, may be referred to as Styles A to H 
inclusive. The piece rates, based on a thousand boxes, differ 
for a number of the types, and for some varieties both a machine 
operator and a helper are required, each of whom receives a 
different rate. The rates are, of course, established from records 
of careful time studies and are so proportioned that the diligent 
worker should receive about one-third more pay than if he 
were working on day rates. 



— 305 — 

The allowable scrap — the proportional amount of which is 
arrived at by production study — is set at 20 per cent, of the 
amount of material actually entering into the construction of 
the boxes. The conversion of the weight of scrap into the 
number of boxes such weight of material would make, were 
scrap entirely eliminated, is ascertained from recorded data 
in the form of conversion tables — see Fig. 127. 

The method of computing the worker's earnings is to record 
the number of boxes made during the day — ascertained by 
noting the difference between the counter readings at the start 
and end of the work-day and multiplying it by 20, each unk 
of the counter reading registering the construction of 20 boxes 
— and multiply the output per machine by 1.20 to ascertain 
the number of boxes made plus the 20 per cent, allowance for 
scrap. The scrap accumulated per machine during the day is 
weighed and the equivalent number of boxes ascertained from 
the "Scrap-conversion Table." The scrap expressed in terms 
of boxes is then deducted from the number of boxes made in- 
creased by 20 per cent., and the worker receives pay at piece 
rates for the balance, though the number may considerably 
exceed the actual number of boxes made by him. 

As an example, it may be assumed that the counter of a 
paper-box machine records during the working day 11,085 units, 
or the manufacture of 21,700 Type D boxes (1,085 X 20) and 
that the amount of scrap formed during the day totaled to 
200 pounds. Increasing the number of boxes actually made by 
20 per cent, gives 26,040, from which 2,000, the conversion of 
the 200 pounds of scrap into equivalent box measure (see 
"Conversion Table," Fig. 127), has to be deducted to arrive 
at the number of boxes with which the worker is credited as 
his day's output — i. e., 26,040 — 2,000 = 24,040. The amount 
earned for the skill and care displayed in keeping down scrap 
is, then, the piece-rate pay on 2,340 boxes (24,040 — 21,700). 
Had the operator secured the same output with only 180 pounds 
of scrap, the amount earned for such application to his task 
and skill displayed would have represented the piece rate-pay 
on 2,540 boxes. 



APPENDIX X 

RATING SAWING-OFF METAL STOCK 



APPENDIX X 

RATING SAWING-OFF METAL STOCK 

MOST metal-working establishments are compelled to saw- 
off stock for subsequent fabrication into mechanisms of 
one kind or another. Such simple operation is so general that 
rarely is it given much consideration. Low-priced labor is 
employed, usually on day work, for seldom is the operation 
conducted on the more effective piece-rate plan, or if some 
system of incentive plan is introduced, no particular attempt 
is made to secure high rates of production by establishing an 
accurate and equitable, plan of inducement. 

Rates for sawing-off operations on bars and structural 
shapes can be set, however, by time study that are highly 
effective in securing high rates of output and are very accept- 
able to the workers by virtue of the good earnings secured by 
the production realized when both work and recompense are 
measured in accurate and equitable units. The procedure en- 
tailed in arriving at such rates, by approved time-study methods, 
is well exemplified in the case of a manufacturing plant utilizing 
. large quantities of round, square and rectangular bars and a 
number of structural steel members of standard section which 
have to be cut-off into measured lengths for use in the manufac- 
ture of certain product. 

The problem was, briefly, to devise a method by which the 
work could be placed on an equitable incentive plan and an 
accurate measure of the work entailed in sawing-ofF the various 
shapes and sizes of bars established. Investigations indicated 
that where cold saws of the friction type, giving a very nearly 
constant saw-pressure on the work, were used, the mechanical 
cutting of the bars could be accurately measured in terms of 
the sectional area through which the saws cut and that for the 
line of bars cut, the time for sawing bars of equal cross-section 
area was very nearly the same, irrespective of the shape of the 
section. That is, the time required to cut through a round 
bar of a certain cross-section area was found to be practically 
the same as that required to cut through a square bar of equal 
section and similar material, or to cut through a bar of any 



— 310 — 

other shape, provided its cross-section area was the same. 
Machine time in sawing-off operations, it was thus seen, could 
be accurately standardized and predetermined, so an extended 
series of time studies was conducted to establish accurate 
measures of handling time, to check machine-time computa- 
tions and to arrive at the necessary time allowances for pre- 
liminary operations, delays, etc. 

With the machine speeds and the procedure standardized, 
the studies — conducted according to the approved methods 
described in Section I — furnished data from which curves were 
plotted to show the relationship between the cross-section area 
of the bar and the time consumed per cut, or machine time, and 
that existing between the average aggregate time for the various 
acts of preparation, etc., or handling time, and the cross- 
section areas of the bars. 

The machine time per unit cross-section of bar was found, 
as would be expected, to be constant, for all practical purposes, 
though differing somewhat for soft and hard steels. A mean 
time, however, was selected as a basis for rating all — the differ- 
ence in cutting time between the two varieties being provided 
for by adding a certain time allowance (10 per cent.) when 
cutting hard steel — varieties of steel bars cut and, as the average 
handling time was found to vary very nearly directly with the 
cross-section area of the bar, a straight inclined line plotted 
to the co-ordinates of time and cross-section area of bar depicts 
the total machine plus handling times per cut for progressive 
cross-section areas of bar. Such a straight line is designated 
by a simple equation that can be conveniently incorporated 
in a formula by which an accurate task time for any sawing-off 
operation can be predetermined, proper time allowances having 
been added to the established "minimum selected times" for 
both machine and handling operations. 

The variable factors in the equation of the line depicting the 
relationship between cross-section area of the bars and the 
total time consumed in the cutting-off operations are, of course, 
time and area of bar. As time is the measure of both the rate 
of output and the rate for recompense on piece work, a constant 
is readily selected which when multiplied by the cross-section 
area of the bar gives a measure of the recompense earned per 
cut of bar. Such measure of recompense may be termed, for 
convenience, the number of "units," and when multiplied by 
the pay value of the unit gives the piece rate for cutting-off the 
particular bar. By suitable selection of the constant by which 
the cross-section area of the bar is multiplied, the resulting 



— 311 — 

number of units may give the piece rate directly, or, as is more 
customary, the constant may be so proportioned that the 
number of units multiplied by the unit rate of #0.01 gives the 
piece rate, necessitating simply the pointing off of two decimal 
places. Another advantage of such "unit" rating is that, 
should a change in the pay for the work be necessary, a corre- 
sponding change in the value of the "unit" is sufficient. The 
piece rate for sawing-off a number of bars at the same time — 
in one operation — is amenable to the same method of compu- 
tation, by considering the aggregate cross-section area of the 
bars as a unit. 

During the course of a day, an operator might be called 
upon to saw-off a variety of bars, or lots of bars, in which case 
a tally would be kept of the size and number of bars sawed 
on each cut and, at the end of the day, the piece rates are 
computed for each lot independently and totaled to ascertain 
the worker's earnings for the day. 

To simplify the computation of piece rates, tables should be 
prepared giving the "units" corresponding to the cross-section 
area of each size and class of bar which might have to be cut. 
A series of such tables is given as Figs. 128 to 131 inclusive. 

It will be noted in the tables shown in Figs. 128 and 129 
that the areas for certain of the smaller bars, as given, are not 
true measures, but somewhat greater. The reason for this 
deviation is based on the fact that the handling time for small 
bars is proportionally greater, compared to the machine time, 
than for larger bars. In the tables, the increase in true cross- 
section area of bar is proportional to the required increase in 
"unit" measure, so the "units" corresponding to such "ad- 
justed areas" provide the necessary additional allowance for 
the cuts. 

The use of these "Unit Tables" in computing the earnings 
of the saw operators is most clearly demonstrated by consider- 
ing them in connection with a tally sheet of a worker's output, 
an operator engaged on a diversity of cutting-off jobs, such as 
those shown on the tally sheet, Fig. 13 2. 

The sheet is divided into sections by a central column in 
which are posted the data as to size and type of bars cut, the 
section to the left of which is filled in, as is also the central 
column, by the time clerk. In the column to the extreme left 
of the sheet are entered two sets of numbers, the first giving 
the number of pieces of a given size and shape that are produced, 
and the second the total number of cuts taken, including any 
entailed in cutting-off butt ends. In computing the workers" 



312 — 





COLD SAT!, 
STEEL CUT-CFF AREAS AND UNITS 


SIZE 
INCHES 


SQUARE D 


ROUND O 


SIZE 
INCHES 


SQUARE D 


ROUND 


O 


AREA 


UNITS 


AREA 


UNITS 


AREA 


UNITS 


AREA 


UNITS 


1/4 


* .225 


0.17 


* .210 


0.16 


5- 


25.0 


, 8.10 


19.5 


6.40 


3/8 


• .280 


0.19 


* ,250 


-0.18 


1/4 


27.5 


8.90 


21.5 


7.05 


1/2 


* .340 


0.21 


* '.315 


0.20 


1/2 


3Q. 


9.80 


23.8 


7.70 


5/8 


* .410 


0.23 


* .380 


0.22 


5/4 


33.0 


10.5 


26.0 


8.40 


3/4 


.560 


0.28 


.440 


0.24 


6- 


36.0 


11.5 


28.0 


9.15 


7/8 


.765 


0.35 


.600 


0.29 


1/2 


42.0 


13.5 


33.0 


10.5 


1- 


1.00 


0.42 


.785 


0.35 












1/8 


1.25 


0.51 


.995 


0.42 












1/4 


1.55 


0.60 


1.20 


0.49 












3/8 


1.90 


' 0.71 


1.60 


0.58 












1/2 


2.25 


0.82 


1.75 


0.67 












5/8 


2.65 


0.95 


2.10 


0.76 












3/4 


3.05 


1.10 


2.40 


0.87 












7/8 


3.50 


1.25 


2.75 


0.98 












2- 


4.00 


1.40 


3.15 


1.10 












1/8 


4.50 


1.55 


3.65 


1.25 












1/4 


5.05 


1.70 


4.00 


1.40 












3/8 


5.65 


1.90 


4.30 


1.50 












1/2 


6.25 


2.10 


4.90 


1.65 












5/8 


6.90 


2.30 


6.40 


1.85 












3/4 


7.55 


2.50 


5.95 


2.00 












7/8 


8.25 


2.75 


6.50 


2.20 












3- 


9.00 


2.95 


7.05 


2.35 












1/8 


9.75 


3.25 


7.65 


2.55 












1/4 


10.5 


3.50 


8.30 


2.75 












3/8 


11.5 


3.75 


8.95 


2.95 












1/2 


12.0 


4.00 


9.60 


3.20 












5/8 


13.0 


4.30 


10.5 


3.40 












3/4 


14.0 


4.60 


11.0 


3.65 












7/8 


15.0 


4.90 


11.0 


3.85 












4- 


16.0 


5.20 


12.5 


' 4.10 












1/4 


18.0 


5.90 


14.0 


4.65 












1/2 


20.0 


6.55 


16.0 


5.20 












3/4 


22.5 


7.30 


17.5 


5.75 














' Adjusted Area 


for Extra Allc 


wance on Smal 


1 Sizes 









FIG. 128. — SQUARE AND ROUND STEEL BAR CUT-OFF UNITS 



313 











21 


C C 
EEL CDl 


LB sat; 

- OFF AREAS AI!D IfiilTS 








WIDTH 








I H I ( 


KHESStXH-CHES 








1/4 


3/8 


1/2 


5/8 


3/4 


7/ 


8 


1 




AREA 


UI!ITS 


ARKA 


ui:iT3 


area 


owns 


AREA 


UNITS 


AREA 


U1IIT2 


AREA 


U1!IT2 


AREA 


UKITS 


1/2 


» 0.2 r > 


0.18 


» 0.2f 


0.20 


« 0.32 


0.20 


•0.38 


0.22 


*0.41 


0.23| 


0.44 


0.24 


O.'O 


0.26 


3/4 


« 0.28 


0.19 


« 0.34 


0.21 


» 0.41 


0.23 


*0.47 


0.25 


0.56 


0.28 


0.66 


0.31 


0.7 5 


0.35 


1 


• 0.34 


o.ri 


* 0.41 


0.23 


0.50 


0.26 


0.63 


0.30 


0.75 


0.34 


0.88 


0."8 


l.CO 


0.42 
































1-1/4 


* 0.38 


0."2 


0.47 


0.25 


0.63 


0.30 


0.78 


0.35 


0.94 


0.40 


1.10 


0.45 


1.25 


0.50 


1-3/2 


0.41 


0.23 


0.56 


0.29 


0.75 


0.34 


0.94 


0.40 


1.12 


0.46 


1.30 


0.52 


1.50 


0.58 


1-3/4 


0.44 


0.24 


0.1=5 


'0.30 


0.88 


0.38 


1.10 


0.45 


1.30 


0.52 


1.53 


0.60 


1.75 


0.^6 


2 


0.50 


0.26 


0.75 


0.24 


1.00 


0.42 


1.25 


0.50 


1.50 


0.58 


1.75 


0.66 


2.00 


0.74 
































2-1/4 


0.50 


0.28 


0.84 


0.36 


1.12 


0.46 


1.40 


0.55 


1.70 


0.65 


1.97 


0.73 


2.25 


0.82 


:-i/: 


0.63 


0.30 


0.94 


0.40 


1.25 


0.50 


1.55 


0.60 


1.88 


0.70 


2.20 


0.80 


2.50 


0.90 


2-3/4 


0.6° 


0.32 


1.03 


0.43 


1.37 


0.55 


1.72 


0.65 


2.05 


0.75 


2.40 


0.28 


2.75 


o.^s 


3 


0.75 


0.34 


1.12 


0.46 


1.50 


0.58 


1.88 


0.70 


2.25 


0.82 


2.62 


0."4 


3.00 


1.05 
































3-1/4 


0.81 


0.36 


1.22 


0.49 


1.63 


0.62 


2.03 


0.75 


2.44 


0.88 


2.85 


1.00 


3.25 


1.15 


3-1/2 


o.p.a 


0.38 


1.30 


0.52 


1.75 


0.66 


2.20 


0.80 


2.62 


0.94 


3.05 


1.07 


3.50 


1.22 


3-3/4 


0.94 


0.40 


1.40 


0.55 


1.88 


0.70 


2.35 


0.85 


2.80 


1.00 


3.28 


1.15 


3.75 


1.30 


4 


1.00 


0.42 


1.50 


0.58 


2.00 


0.74 


.2.50 


0.90 


3.00 


1.06 


3.50 


1.22 


4.00 


1.38 
































4-1/4 


1.05 


0.44 


1.60 


0.61 


2.12 


0.77 


2.66 


0.95 


3.20 


1.12 


3.72 


1.30 


4.25 


1.45 


4-1/2 


1.12 


0.46 


1.70 


0.65 


2.25 


0.82 


2.82 


1.00 


3.37 


1.18 


3.94 


1.35 


4.50 


1.55 


4-3/4 


1.20 


0.48 


1.77 


0.66 


2.37 


0.86 


2.97 


1.05 


3.56 


1.24 


4.15 


1.44 


4.75 


1.62 


5 


1.25 


0.50 


1.88 


0.70 


2.50 


0.90 


3.13 


1.10 


3.75 


1.30 


4.38 


1.50 


5.00 


1.70 
































5-1/4 


1.30 


0.52 


1.97 


0.73 


2.62 


0.94 


3.28 


1.15 


3.94 


1.35 


4.60 


1.57 


5.25 


1.77 


E-l/2 


1.38 


0.54 


2.05 


0.75 


2.75 


0.98 


3.44 


1.20 


4.13 


1.42 


4.80 


1.64 


5.50 


1.85 


5-3/4 


1.45 


0.56 


2.15 


0.80 


C.ffS 


1.02 


3.60 


1.25 


4.30 


1.48 


5.03 


1.70 


5.75 


1.95 


6 


1.50 


0.58 


2.25. 


0.82 


3.00 


1.06 


3.75 


1.30 


4.50 


1.54 


5.25 


1.77 


6.00 


2.02 
































6-1/4 


1.55 


0.60 


2.35 


0.85 


3.13 


1.10 


3.90 


1.35 


4.70 


1.60 


5.47 


1.85 


5.25 


2.10 


6-1/2 


1.62 


0.62 


2.45 


0.22 


3.25 


1.14 


4.06 


1.40 


4.28 


1.66 


5.70 


1.92 


6.50 


2.18 


6-3/4 


1.70 


0.64 


2.55 


0.91 


3.37 


1.18 


4.22 


1.45 


5.05 


1.72 


5.90 


2.00 


6.75 


2.2* 


7 


1.7 5 


0.66 




0.95 


3.50 


1.22 


4.37 


1.50 


5.25 


1.77 


6.12 


2.05 


7.00 


2.34 






































• Ad juste 


i Area 


For Extra Allowance 


on Sna 


11 Sizes. 







FTC. 129. — RECTANGULAR STEEL BAR CUT-OFF UNITS 



— 314 

















COLD SAW 
STEEL CUT - OFF AREAS AND UNITS 












WIDTH 
INCHES 












THICKNESS 


■ IS! 


H E S 












1-1/6 


1- 


1/4 


1- 


3/8 


1- 


L/2 


1-5/8 


1- 


3/4 


1-7/8 


2 


AREA 


UNITS 


AREA 


UNITS 


AREA 


UNITS 


AREA 


UNITS 


AREA 


UNITS 


AREA 


miiTG 


AREA 


UNITS 


AREA 


UrIITS 


1/2 


0.56 


0.28 


0.63 


0.30 


0.69 


0.32 


0.75 


0.34 


0.81 


0.37 


0.88 


C.38 


0.94 


C.40 


1.00 


0.42 


3/4 


0-85 


0.37 


0.94 


0.40 


1.03 


0.43 


1.12 


0.46 


1.22 


0.49 


1.30 


0.52 


1.41 


0.56 


1.50 


0.58 


1 


1.12 


0.46 


1.25 


0.50 


1.38 


0.55 


1.50 


0.58 


1.63 


0.62 


1.75 


0.66 


1.88 


0.70 


2.00 


0.74 




































1-1/4 


1.40 


0.55 


1.55 


0.60 


1.72 


0.6S 


1.88 


0.70 


2.03 


0.75 


2.20 


0.80 


2.35 


0.85 


2.60 


0.90 


1-1/2 


1.70 


0.65 


1.88 


0.70 


2.05 


0.77 


2.25 


0.82 


2.44 


0.88 


2.62 


0.94 


2.82 


1.00 


3.00 


1.06 


1-3/4 


1.97 


0.73 


2.20 


0.80 


2.40 


0.88 


2.62 


0.94 


2.8S 


1.00 


3.06 


1.08 


3.28 


1.15 


3. SO 


1.22 


2 


2.25 


0.82 


2.60 


0.90 


2.75 


1.00 


3.00 


1.06 


3.25 


1.14 


3.50 


1.22 


3.75 


1.30 


4.00 


1.38 




































2-1/4 


2.53 


0.90 


2.80 


1.00 


3.10 


1.10 


3.38 


1.18 


3.66 


1.27 


3.95 


1.35 


4.22 


1.45 


4.50 


1.55 


2-1/2 


2.80 


1.00 


3.13 


1.10 


3.44 


1.20 


3.75 


1.30 


4.06 


1.40 


4.38 


1.50 


4.70 


1.60 


5.00 


1.70 


2-3/4 


3.10 


1.10 


3.44 


1.20 


3.77 


1.31 


4.13 


1.42 


4.47 


1.53 


4.80 


1.6S 


5.15 


1.7 6 


5.50 


1.85 


3 


3.37 


1.18 


3.75 


1.30 


4.13 


1.44 


4.50 


1.55 


4.88 


1.66 


5.25 


1.77 


5.63 


1.90 


6.00 


2.02 




































3-1/4 


3.66 


1.27 


4.05 


1.40 


4.47 


1.63 


4.88 


1.66 


S.26 


1.80 


5.70 


1.92 


6.10 


2.06 


6.50 


2.18 


3-1/2 


3.93 


1.35 


4. 38 


1.50 


4.80 


1.65 


5.25 


1.77 


5.70 


1.92 


6.12 


2.06 


6.55 


2.20 


7.00 


2.34 


3-3/4 


4.22 


1.45 


4.70 


1.60 


•5.15 


1.76 


5.63 


1.90 


6.10 


2.05 


6.55 


2.20 


7.03 


2.35 


7.50 


2.50 


4 


4.50 


1.55 


5.00 


1.70 


5.50 


1.85 


6.00 


2.02 


6.50 


2. If. 


7.00 




7.50 


2.50 


8.00 


2.66 




































4-1/4 


4.77 


1.63 


5.30 


1.80 


5.85 


1.97 


6.36 


£.15 


6.90 


2.30 


7.44 


2.48 


7.97 


2.65 


8.50 


2.82 


4-1/2 


5. OS 


1.73 


5.63 


1.90 


6.20 


2.08 


6.75 


2.25 


7.30 


2.44 


7.e8 


2.62 


8.44' 


2.80 


9.00 


2.98 


4-3/4 


5.35 


1.80 


6.35 


2.00 


6-5S 


2.20 


7.12 


2.77 


7.72 


2.57 


6.32 


2.77 


8.90 


2.96 


9.50 


3.14 


6 


5.63 


1.90 


6.26 


2.10 


6.8S 


2. SO 


7.50 


2.60 


8.13 


2.70 


8.76 


2.90 


9.40 


3.10 


10.00 


3.30 




































5-1/4 


5.90 


2. or 


6.55 


2.20 


7.22 


2.40 


7.88 


2.62 


8.55 


2.82 


9.20 


2,95 


9.85 


3.26 


10.50 


3.45 


6-1/2 


6.20 


2.08 


6.88 


2.30 


7.66 


2.52 


8.25 


2.76 


8.95 


2.96 


9.63 


3.1C 


10.30 


3.40 


11.00 


3.62 


5-3/4 


6.46 


2.18 


7.20 


2.40 


7.90 


2.62 


8.63 


2.86 


9.35 


3.10 


10.10 


3.33 


10. CO 


3.SC 


11.60 


3.77 


6 


6.76 


2.25 


7.50 


2.50 


8.2S 


2.75 


9.00 


2.93 


9.7S 


3.22 


10.50 


3.45 


11.20 


3.70 


12.00 


3.95 




































6-1/4 


7.03 


2.35 


7.80 


2.60 


8.60 


2.85 


9.36 


3.10 


10.15 


3.33 


11. OS 


3.62 


11.70 


3.85 


12.50 


4.00 


6-1/2 


7.30 


2.44 


8.13 


2.70 


8.93 


2.95 


9.75 


3.22 


10.55 


3.46 


11.45 


3.7P 


12.20 


4.02 


13.00 


4.25 


6-3/4 


7.60 


2. S3 


8.44 


2.80 


9.30 


3.07 


p.0.15 


3.33 


11.00 


3.62 


11.80 


3.5S 


12.70 


4.1? 


13.50 


4.42 


7 


7.68 


2.62 


.8.75 


2.90 


9.65 


3.18 


10.60 


3.45 


11.40 


3.75 


12.26 


4.C0 


13.10 


4.30 


14.00 


4.58 








\_ 







































FIG. I29. — RECTANGULAR STEEL BAR CUT-OFF UNITS (Continued) 



— 315 — 





COLD SAW 
STEEL CUT - OFF AREAS ARC UNITS 




THICKNESS, INCHES 


WIPTH 
INCHES 


2-1/8 


2-1/4 


2-3/8 


2-1/2 


2-5/8 


2-3/4 


2-7/8 


3 


AREA 


iroiTS 


AREA 


UNITS 


AREA 


utiits 


AREA 


UTIITS 


AREA 


UNITS 


AREA 


UNITS 


AREA 


trans 


AREA 


UNITS 


1/2 


1.06 


0.44 


1.12 


0.46 


1.20 


0.48 


1.26 


0.50 


1.30 


0.52 


1.37 


0.65 


1.44 


0.66 


1.50 


0.66 


3/4 


1.60 


0.61 


1.70 


0.65 


1.77 


0.67 


1.88 


0.70 


1.97 


0.74 


2.06 


0.76 


2.15 


0.80 


2.25 


0.82 


1 


2.12 


0.77 


2.25 


0.82 


2.38 


0.86 


2.50 


0.90 


2.62 


0.93 


2.75 


0.98 


2.88 


1.03 


3.00 


1.06 




































1-1/4 


2.66 


0.96 


2.82 


1.00 


2.95 


1.05 


3.13 


1.10 


3.28 


1.16 


3.44 


1.20 


3.60 


1.25 


3.75 


1.32 


l.J/2 


3.20 


1.12 


3.38 


1.18 


3.55 


1.26 


3.75 


1.30 


3.95 


1.36 


4.12 


1.40 


4.33 


1.48 


4.50 


1.64 


1-3/4 


3.70 


1.29 


3.95 


1.35 


4.15 


1.43 


4.38 


1.50 


4.60 


1.67 


4.82 


1.66 


5.05 


1.70 


6.25 


1.80 


2 


4.26 


1.46 


4.60 


1.56 


4.75 


1.62 


6.00 


1.70 


5.25 


1.77 


6.50 


1.85 


6.76 


1.95 


6-00 


2.02 




































2-1/4 


4.77 


1.63 


5.05 


1.75 


5.36 


1.81 


5.62 


1.90 


5.90 


2.00 


6.18 


2.08 


6.46 


2.18 


6.76 


2.2e 


2-1/2 


5.30 


1.80 


5.62 


1.90 


5.95 


2.00 


6.25 


2.10 


6.56 


2.20 


6.88 


2.30 


7.17 


2.40 


7.60 


2.60 


2-3/4 


5.85 


1.97 


6.18 


2.08 


6.55 


2.20 


6.88 


2.30 


7.22 


2.40 


7.55 


2.53 


7.90 


2.62 


8.25 


2.75 


3 


6.40 


2.15 


6.76 


2.25 


7.12 


2.37 


7.50 


2.50 


7.88 


2.62 


e.26 


2.76 


8.62 


2.66 


9.00 


2.98 




































3-1/4 


6.90 


2.31 


7.32 


2.44 


7.72 


2.57 


e.n 


2.70 


8.55 


2.e2 


C.95 


2.95 


9.36 


3.08 


9.75 


3.25 


3-1/2 


7.44 


2.48 


7.88 


2.62 


8.32 


2.75 


8.75 


2.90 


9.19 


3.05 


9.62 


3.17 


10.05 


3.33 


10.50 


3.46 


3-3/4 


7.97 


2.65 


8.44 


2.80 


P. 90 


2.95 


9.38 


3.10 


9.85 


3.24 


10.32 


3.40 


10.80 


3.55 


11.26 


3.72 


4 


8.50 


2.82 


9.00 


2.98 


9.50 


3.14 


10.00 


3.30 


10.50 


3.45 


11.00 


3.62 


11.50 


3.77 


12.00 


3.95 










( 


























4-1/4 


9.05 


3.00 


9.55 


3.16 


10.10 


3.33 


10.60 


3.50 


11.15 


3.68 


11.70 


3.C5 


12.20 


4.00 


12.75 


4.18 


4-1/2 


9.55 


3.16 


10.10 


3.33 


10.70 


3.52 


11.25 


3.70 


11.80 


3.88 


12.40 


4.07 


12.95 


4.23 


13.50 


4.42 


4-3/4 


10.10 


3.33 


10.68 


3.53 


11.30 


3.70 


11.90 


3.90 


12.45 


4.10 


13.05 


4.30 


13.66 


4.48 


14.25 


4.68 


5 


10.60 


3.50 


11.25 


3.70 


11.90 


3.90 


12.50 


4.10 


13.10 


4.30 


13.75 


4.52 


14.40 


4.70 


15.00 


4.90 




































5-1/4 


11.15 






3.88 


12.46 


4.10 


13.10 


4.30 


13.80 


4.52 


14.45 


4.71 


16.10 


4.93 


15.75 


5.15 






5-1/2 


11.70 


3.65 


12.40 


4.05 


13.05 


4.28 


13.75 


4.50 


14.40 


4.70 


15.10 


4.94 


15.80 


5.15 


16.60 


5.3S 


5-3/4 


12.20 


4.00 


12.95 


4.24 


13.60 


4.47 


14.40 


4.70 


15.10 


4.94 


is. eo 


5.16 


16.65 


5.40 


17.25 


5.65 


6 


12.75 


4.16 


13.60 


4.42 


14.25 


4.66 


15.00 


4.90 


15.75 


6.15 


16.50 


6&8 


17.26 


5.64 


18.00 


5.e6 




































6-1/4 


17.30 


4.35 


14.05 


4.60 


14.85 


4.85 


16.60 


5.10 


16.40 


6.35 


17.20 


5.50 


17.95 


5.85 


18.75 


6.12 


6-1/2 


13.80 


4.52 


14.60 


4.77 


15.45 


5.06 


16.25 


4.30 


17.05 


5.57 


17.90 


6.83 


18.70 


6.08 


19.50 


6.33 


6-3/4 


14.30 


4.70 


15.18 


4.95 


16.06 


5.25 


16.90 


5.50 


17.70 


5.76 


18.55 


6.05 


19.40 


6.31 


£0.26 


6.60 


7 


14.90 


4.85 


15.75 


5.15 


16.60 


5.42 


17.60 


5.70 


18.40 


6.00 


19.26 


6-30 


20.12 


6.53 


21.00 


6.82 









































FIG. I29. RECTANGULAR STEEL BAR CUT-OFF UNITS {Continued) 



— 316 — 

earnings, the necessary number of butt-end cuts are counted 
as well as the number of cuts to length, for it is obvious that 
the trimming-ofF of butts consumes as much time as do the 
productive parting cuts. In the other two columns posted 
on the job are recorded the number of pieces sawed per cut 
and the total number of cuts taken, including the butt-end cuts. 



- 








COLD S 
STEEL CUT-OFF AREAS 


urn uiiits. 








SIZE' 


AREA 


UNITS 


SIZE 


AREA 


U!»ITS 


3/4 


3/4 


1/8 


0.17 


0.13 


3-1/2 


2-1/2 


1/4 


1.44 


0.56 


1 


1 


1/8 


0.23 


0.18 


3-1/2 


2-1/2 


3/8 


1.78 


0.67 


1 


1 


3/16 


0.34 


0.21 


3-1/2 


2-1/2 


5/16 


2.11 


0.78 


1-1/4 


1-1/4 


3/16 


0.43 


0.24 


3 


3 


1/4 


1.44 


0.56 


1-1/4 


1-1/4 


1/4 


0.55 


0.28 


3 


3 


3/8 


'2.11 


0.73 


1-1/2 


1-1/2 


1/8 


0.35 


0.22 


3-1/2 


3 


5/16 


1.13 


0.72 


1-1/2 


1-1/2 


3/16 


0.53 


0.27 


3-1/2 


3 


3/3 


2.30 


0.84 


1-1/2 


. 1-1/2. 


1/4 


0.59 


0.32 


3-1/2 


3-1/2 


3/3 


2.48 


0.90 


1-3/4 


1-3/4 


3/16 


0.52 


0.30 


4 


3 


1/4 


1.59 


0.64 


1-3/4 


1-3/4 


1/4 


0.31 


0.35 


4 


3 


5/16 


2.09 


0.77 


2 


1-1/2 


1/4 


0.31 


0.36 


4 


3. 


3/8 


2.48 


0.90 


2 


2 


1/4 


0.43 


0.25 


4 


4 


3/8 


2.86 


1.02 


2 


2 


3/16 


0.71 


0.33 


5 


3 


3/8 


2.85 


1.02. 


2 


2 


1/4 


0.94 


0.40 


5 


3-1/2 


3/8 


3.05 


1.08 


2-1/4 


2-1/4 


1/4 


0.98 


0.42 


5 


5 


3/8 


3.51 


1.25 


2-1/2 


2 


3/16 


0.81 


0.36 


6 


4 


3/8 


3.61 


1.25 


2-1/2 


2 


1/4 


1.05 


0.44 












2-1/2 


2-1/2 


3/15 


0.90 


0.39 












2-1/2 


2-1/2 


1/4 


1.19 


0.43 












3 


2 


1/4 


1.19 


0.43 






' 






3 


2-1/2 


1/4 


1.31 


0.52 












3 


2-1/2 


3/8 


1.92 


0.72 



















































FIG. IjO. ANGLE STEEL BAR CUT-OFF UNITS 



In the first three columns reserved for the computation of 
earnings, to the right of the central stock column, are entered 
the areas sawed through per cut and the "units" corresponding 
to the cut areas, as given in the "Unit Tables" and the total 
number of "units," obtained by multiplying the number of 
"units" per cutting area by the number of cuts. In the column 
to the extreme right of the sheet are entered the "pay units" 
for the various lots, which are equal to the total number of 
"units" as computed plus one extra "unit" to cover time spent 
in changing from work on one order to work on the next requi- 
sition. 

The data and computations for the first lot of 3^-inch square 
bar stock hardly requires further explanation. The first figure 



— 317 — 

in the column to the left of the sheet gives the number of pieces 
cut and the second number of the column is the same, as no 
butt ends were removed. The adjacent column shows that the 
bars were sawed one at a time and consequently the number of 
cuts in the following column is the same as the number of pieces. 
The area and "unit" entrees are obtained directly from the 






GOLD SAW 

STEEL CUT - OFF AREAS AMD UNITS. 

I -BEAMS CHAK1TELS 


DEPTH 


AREA 


i 
UNITS 


SIZE 


AREA 


UNITS 


3 


1.63 


0.62 


1 


0.40 


0.23 


4 


2.21 


0.80 


3 


1.20 


0.49 


5 


2.37 


1.00 


4 


1.55 


0.50 


6 


3.51 


1.25 


5 


1.95 


0.73 


7 


4.42 


1.50 


6 


3.00 


1.66 


8 


5.12 


1.75 


7 


2.80 


1.00 


9 


6.31 


2.12 


8 


3.35 


1.17 


10 


6.54 


2.20 


9 


3.90 


1.35 


12 


9.26 


3.00 


10 


4.50 


1.54 


15 


10.90 


3.53 


12 


7.25 


2.42 


18 


14.10 


4.63 


15 


10.50 


3.48 


20 


19.10 


6.28 








21 


17.68 


5.73 








24 


21.70 


7.05 


































































— 



FIG. I3I. — I-BEAM AND CHANNEL STEEL CUT-OFF UNITS 



"Unit Table," Fig. 128, and the total number of "units" is the 
product of the number of "units" corresponding to the cut 
area, 0.560 square inch, multiplied by the number of cuts, 8. 
The number of "pay units" is then one "unit" greater, or 3.24. 
The computations for the second lot cut are similar, but some- 
what more involved, for the 12 pieces of 4-inch round steel 
stock produced required 3 butt-end cuts, so making the total 
number of cuts taken 15 and necessitating the multiplication of 



— 318 — 

the "unit" per cut area by 15, instead of by the number of 
pieces produced. 

The computations of the "pay units" for the 24 pieces cf 
i-inch round steel stock bring in another factor. As 3 butt 



o 



. o 



DATE_ 
SHIFT, 



!>->f- / 7 



A 



STEEL CUTTING OFF 

COLD SAW PRODUCTION TALLY SHEET 



OPERATORS NAME AND NO. ■Vz/VV A) /ft* , [IrfinS 



T 



'IECES FINISHED 
INCLUDING 
BUTT ENDS 



UNIT ON 
CHART 

COSRESPONDIHC 



PAY UNITS 
P-T+I.O 



-I— 

M— 
-(£- 

-7- 



X 



^L 



Z" 



o.s'C". 



Q-iZ 



y->4 



3><J 



-+£- 



*" /(% 



4^ 



y/g 



j>/fo 



&yj-o 



ft'/& 



^r 



off 



>j£_ 



M&- 



JL£ 



" /tV 



e.'E? 



if 3 



113 



1" /CJ_ 



7 of 



i-tr 



44l. 



Jn.*4n 



^/x 



■/A- 



9.00 



J '0.<?a 



XL* 



3.S-Q 



_P±. 



-4^ 



.//»-» 



JU- 



o?<S 



S.<f> 



Lf-k 



■> 'A \ 3 /? " 



<>H 



0.4 o 



Q. m 



3£_ 



3-?J~ 



JJs_ 



/ a, S o 



^JjJo_ 



<s" x ; 3 A 



■J J~o 



jfr_ 



J> /c 



^2_ 

-4— 



^£ 



> S M " 



j£±L 



4. a 



JJ.fT 



jf.fT 



J24. 



>'J>"xz'/i,"* 3 //(, 



3.L>o 



^J^_ 



JLss_ 



jd. 



i 3 /s "y / 3 AJ y /j 



? J3 



■7^- 



f.>C 



J v"J 



L.r4 



Uci 



<-o ''J 



/ f/ Q 



Jj£_ 



>rsd 



/?.W 



jA 



j^_ 



Q-4? 



s-TY 



UL 



U- 
4* 
£L 

3. 
Jo 



■*?- 



MAT 



-JSsL 



J 3% 



/V-U 



-44- 



-44- 



3 \o~o 



foi 



^AL 



nu 



r 



^L 



r 



3 3f 



J#- 



fJ r 



(,-Tr 



J 



-f£- 



Aj± 



V^- 



-Lj£- 



J^-jlL 



JA 



_£_ 



-JJlo_ 



_ojjy_ 



S.?T 



jLDL 



TALLYMAN. 



_*Z-£_ 



;^>r 



FIG. I32. PRODUCTION TALLY SHEET STEEL CUT-OFF 



ends have to be removed, the total number of pieces severed 
is 27, but as 3 bars are cut at the same time only 9 cuts were 
required. The cut area is then three times that of a i-inch 



— 319 — 

round bar, and the "unit " — see Fig. 128 — corresponds to that for 
this larger area, 2.35 square inches. Multiplying the "unit" value 
by 9 gives the "total units," and adding one more unit gives 
the number of "pay units" for the lot. The computations for 
the 30 pieces of i-inch channel, producing three butt ends, 
are exactly similar, except that the cut area and corresponding 
"unit" are obtained from the "Unit Table" given as Fig. 131. 

The number of "pay units" for the various lots entered 
on the tally sheet, Fig. 132, representing the output from two 
saws in charge of the operator, total to 262.28, so, if the rate 
in force should be $0.01 per "unit," the operator's earnings for 
the work recorded would amount to $2.62. 

The foregoing explanation of the application of an accurate 
piece-work system to the simple operation of sawing-off bar 
stock well demonstrates its convenience, and the economies to 
be realized by its adoption are forcibly brought out. by records 
taken of the output and earnings of the workers of the cut-off 
shop, before and after its introduction. 

Before the system was introduced, when the department 
was conducted on a day-work basis, a total of 588.70 man hours 
was required to cut through 22,170 square inches of cross- 
section area. Such rate of production represents an average of 
37.65 square inches of cross-section area cut each hour per man. 
On the introduction of piece work but 332.60 man hours were re- 
quired to cut through 38,722 square inches of cross-section 
area, or 116.40 square inches were cut through, on the aver- 
age, each hour per man. 



APPENDIX XI 
RATING OPERATIONS ON AN AUTOMATIC DOVETAIL JOINTER 



APPENDIX XI 



RATING OPERATIONS ON AN AUTOMATIC DOVETAIL GLUE JOINTER 



AN interesting example of a method of rating a special oper- 
L ation on wood-working machinery is one devised for the task 
of making-up, from narrower boards, boarding of specified 
width for the construction of packing cases and boxes. By 
the use of an automatic dovetailing and glueing machine, 
operated in conjunction with an ordinary power rip saw, the 
fairly complex operation is made very nearly automatic. The 
automatic machine dovetails the narrow boards, applies the 
glue and fits them together to form firm made-up boarding of 
the variety illustrated in Fig. 133, the rip saw simply functioning 
to reduce the made-up boarding to the desired width. 

Two endless chain conveyors, or carriers, one operating from 





FIG. I33. — DOVETAILED BOARDING 



either end of the automatic machine, convey the rough boards 
and the make-up boards, respectively, past the cutting mech- 
anisms to the central section of the machine, where, after the 
glue has been applied to the tongues and grooves, the boards 
are fitted together and are delivered in the form of made-up 
boarding — to be reduced to the desired width by the rip saw. 
The carrier dogs may be set for various links of the conveyors, 
so economically accommodating assorted boards of different 
lengths. 

A leader and three helpers constitute the force required to 
operate the equipment, as diagrammatically indicated in Fig. 
134. Helper "A" feeds the rough boards of assorted lengths to 
the automatic machine, placing a board between each sue- 



— 324 — 

cessive pair of carrier dogs attached to the endless chain leading 
from his end of the machine — i. e., if no delays occur. The 
leader receives the made-up boards, passes them to the rip saw 
or, if more than two boards are required to make up the re- 
quired width of boarding, shunts made-up boards of insufficient 
width to helper "C" for use as make-up boards. Helper " B" 
receives the finished boarding from the rip saw and places it 
on the finished work truck and also passes the trims of sufficient 



Rough Boards 
Truck 



Helper A r 



1 1_ 



Automatic Dovetail 61 ue Jointer 



"*• ^ i- 

_j r 



Leader • y 



\ J R 'P 

Saw 



Helper 3" , • Helper C ' 



\ Finished 
Boards Truck 



TIG. I34. — DIAGRAMMATIC ARRANGEMENT OF AUTOMATIC 
DOVETAIL MACHINE 



width for make-up boards to helper "C," while the duties of 
helper "C" are simply to feed the make-up boards to the 
automatic machine. 

The operation is chiefly a machine one, semi-automatic in 
character, and the work entailed is obviously measured by 
the number of rough boards fed to the machine by helper "A" 
The machine time, if no delays occur, is proportional to the 
carrier speed of the automatic machine and can be accurately 
predetermined. The handling time, or handling procedure, can 
be standardized, time-studied and rated and the necessary 
time allowances and delays ascertained, so the rating of what 
at first appears to be quite a complicated operation entails 
only a logical application of approved time-study procedure. 
However, as the operation is a rather unusual one, a resume 
of the necessary studies and of the methods of adapting time- 
study procedure to the problem will serve to illustrate further 
the wide and varied field for time study as a basis for rate 
setting. 

Standardization of procedure and equipment is the first 
essential, including the calibration of the machines for cor- 
rect speeds, etc., then, by approved time-study methods, the 
necessary time allowances, including the allowance for the 
preparatory operations, should be established — such as the 
time required for oiling the machine, filling grease cups, 



— 325 — 

mixing glue and filling the glue tanks at regular intervals 
and for the necessary delays due to sweeping up shavings, 
making out time tickets, etc., and for personal delays, including 
that entailed in washing up at noon and nrght. These pre- 
paratory operations, allowable delays, etc., involve so much 
time during each working day which could otherwise be pro- 
ductively employed that they may be termed "necessary 
delays," for which suitable provision must be made in estab- 
lishing proper rates for the work. 

The second time-consuming operation for which an allow- 
ance has to be made is that of setting up the equipment for 
handling various lengths of boards. The carrier dogs have to 
be set so as to convey most economically the boards of certain 
assorted lengths, necessitating more or less adjustment and 
manipulation of the automatic machine, depending upon the 
particular variety of machine employed, the rip saw has to be 
set and a board tried for width, etc. This set of preparatory 
operations has to be repeated for each set-up of the machine 
equipment and, though the time required is practically constant 
for any set-up within the capacity of the standard machine, a 
time allowance — ascertained by time study and including a 
suitable "variation allowance" — must be, consequently, estab- 
lished and rated as an independent factor, one influencing the 
pay for the dovetailing work each time a new set-up is required. 

Still another act preparatory to the actual starting up of the 
machine for productive operation is to move the truck of rough 
boards to the receiving end of the automatic machine. This 
simple act has to be performed after each .machine set-up, so 
consumes time which might otherwise be productively utilized, 
necessitating a definite time allowance — established by time 
study — for its accomplishment. Should additional supplies of 
rough boards be required subsequently, during the actual oper- 
ation of the machine on the same set-up, a fresh truck load can 
be supplied by assistants without arresting the productive 
operation of the machine, so a time allowance for such moving 
of the loaded, rough board truck need be provided but once 
for each set-up of the machine. As obviously the set-up of 
the automatic machine so far as accommodating various as- 
sorted lengths of boards — within the capacity of the standard 
machine — is concerned does not influence to any appreciable 
extent the time required to move the truck of rough boards, 
the time allowance for such act is constant for any machine 
set-up — i. e., for any standard length of board. The customary 
allowance of 25 per cent, should be added to the "selected 



— 326 — 

time," however, as is customary for all handling operations of 
such nature. 

The time entailed in feeding the boards to the machine, the 
operation of the dovetailing machine and the subsequent oper- 
ation of sawing the made-up boarding to desired width should 
then be established by approved production time-study methods 
and a 5 per cent, time allowance added for such machine oper- 
ation. This machine time will differ for each machine set-up. 

Finally, a time allowance must be provided for the conclud- 
ing operation of removing the truck of finished boarding at 
the completion of each run on a machine set-up. The finished 
boarding may be trucked to a planer for subsequent finish, or 
simply stacked in the vicinity of the dovetailing machine, but 
should be removed to provide room for the next machine set-up 
and to segregate the boarding of certain widths, so the time 
required for such removal rightfully becomes a charge against 
possible operating time of the machine. That is, after the run 
of each set-up, time is spent in removing finished boarding, 
preparatory of another set-up, that might otherwise be devoted 
to the productive operation of the machine. Of course, if 
finished made-up boarding should be required during the run 
of a set-up, it could be secured by assistants without the need 
of stopping the work of production, or, if the finished boarding 
should so accumulate as to be a hindrance to the effective 
operation of the machine, the completed product could be re- 
moved by assistants without stopping the machine. Time for 
removing the finished boarding need, consequently, be provided 
but once for each machine set-up, but the selected time, estab- 
lished by time study, should be increased by the customary 
"variation allowance" of 25 per cent. 

The machine time, or to be more exact, the time required 
for feeding the boards to the machine, matching and ripping the 
finished boarding to required width, is dependent upon the speed 
of the machine carriers. The chains of these carriers are of 
the long link variety and the carrier dogs are attached at 
regular intervals, with the requisite number of chain links in- 
tervening to accommodate the boards of different assorted 
lengths. The conveying capacity of the machine carriers, the 
chain speed having been standardized and calibrated, is, then, 
dependent upon the space between successive carrier dogs, 
rather than upon the length of the boards handled. For in- 
stance, if the chain links are 8 inches long, the carrier dogs 
attached to every sixth link, and the chain speed 72 feet per 
minute, the capacity of the machine — providing for a variation 



— 327 — 

allowance of 5 per cent, in chain speed — expressed in the 
capacity number of boards handled, would be 17.14 per minute 

(72 X 12 \ 
1, or 1,028.4 per hour. Such rate would neces- 
6 X 8 X 1.05/' ^ v 

sitate a board between each pair of carrier dogs, a perfection 
of operation not attainable in practice, and makes no provision 
for a pro-rated time allowance for the necessary preparation of 
the machines, the set-up or for moving the trucks, so measures 
an ideal production during continuous machine operation. 
Should the necessary time allowances, based on one set-up per 
day often hours (600 minutes) be, for the "necessary delays," 
56 minutes; the machine set-up, 5 minutes; moving supply truck 
of rough boards, 5 minutes; and removing truck of finished 
boarding, 4 minutes — a total of 70 minutes — the possible oper- 
ating time of the machine would be reduced to 53 minutes per 
hour and the ideal capacity to slightly over 900 boards in the 
hour (17.14 X 53). Any such production is unattainable under 
ordinary working conditions, but by production studies a task 
production, upon which rate of recompense may be based, 
can be accurately and equitably established. It is obvious, 
however, that the most that can be expected is to keep as uni- 
form a flow of rough boards passing o'n the carrier as is possible 
ind, in productive operation, the attainable production is con- 
siderably less than the ideal. This "attainable production" 
may serve as a basis for estimates of production and of costs, 
but it is not considered in figuring the earnings of the workers, 
once their rates have been established. It is of interest, never- 
theless, in that it is an influencing factor in the establishment 
of equitable piece rates. 

A counter on the dovetailing machine records the actual 
number of rough boards utilized, and the earnings of the oper- 
ators, the leader and the helpers, are based entirely upon such 
recorded number of boards passing through the machine. Their 
earnings are computed by the simple formula, 



Where, 



E = NR+ ™ 

E = Total earnings. 
N = Number of set-ups. 
R = Rate per set-up. 

C = Number of rough boards utilized from counter. 
R' = Rate per 100 rough boards. 

The rates per set-up and per hundred rough boards differ, as a 
rule, for the leader and for his helpers, but the same formula 
is applicable to the computations of their respective earnings. 



— 328 — 

A typical illustration would be in figuring the earnings for 
passing 7,200 rough boards on live different machine set-ups, 
the leader receiving $0.03 per set-up and $0.05 per 100 boards, 
while the helpers' rates were $0,025 an( ^ $0-045 for the set-up 
and 100 boards, respectively. The leader would receive $3.75 
for the work and the helpers $3.37 each — see example — placing 
the labor charge per hundred boards at $0.1925. 
Example: 

at — k n — n oan p — $0.03 for leader, r>, _ $0.05 for 1 leader, 
1\ - a, C-/ZUU, K- 0.025 for helpers, K ~ 0. 045 for helpers. 

72 X 05 

£ = 5X0.03+ - — * "' = $3.75 for leader, 

72 X 045 
E = 5 X 0.025 + iQO = $3. 37 for helpers. 

Labor charge per 100 boards = -^— ^ : — = $0.1925 

In the foregoing example, the various rates are taken as 
average mean rates for the various set-ups, in order to simplify 
computations. Any averaging of such character would not 
be resorted to in actual practice, however, for the rates differ 
for each set-up of boards of certain assorted lengths, and, if 
five set-ups were required, several assorted lengths of boards 
would have to be handled, for each of which the rates would 
differ. 

It will have been noted throughout the explanation of the 
method of rating that no mention has been made of the width 
of the rough boards employed or of the width of the finished 
boarding, and that all computations are based simply on the 
lengths of boards suitable for the various set-ups. Naturally, 
the width of finished boards required will differ, though the 
width of the rough narrow boards should be practically con- 
stant, and if the required width of finished boarding is in excess 
of that attainable from two rough boards additional work will 
be entailed for the finished product. The wider boards are ob- 
tained by passing made-up boarding, not sawed to width, as 
make-up boards to be joined to rough boards from the supply 
end of the machine. Unsawed made-up boarding of any num- 
ber of rough boards which with one or more rough boards will 
produce a made-up board of sufficient width to allow sawing 
to specified dimensions may be employed in this manner. That 
is, the make-up boards may be of one, two or any number of 
rough boards, dovetailed and glued together, required for the 
width of the finished board. 



—329 — 

Output of finished boarding will vary, then, with the number 
of narrow boards employed for its production, so the one 
rate of recompense for the various set-ups covers the make-up 
of boarding of any width within the capacity of the machine. 
The output of wide boards may not be exactly inversely pro- 
portional to the number of rough boards required for their 
make-up, but is approximately so and may be so considered for 
planning and estimating purposes. 



APPENDIX XII 

WAGE PAYMENT SYSTEMS 






APPENDIX XII 



WAGE PAYMENT SYSTEMS 



THE purpose of taking time studies is to secure information 
for the setting of rates, which in themselves are one of the 
elements of wage payment systems. Several forms of such 
systems have been and are being used in establishments where 
time-study work has been done and, in fact, in some cases a 
variety of wage systems has been installed in the same plant 
in order to meet varying conditions. 

In general, these wage systems may be divided into four main 
groups: day-work, piece-work, task and bonus, and premium. 
So this appendix will take up these four groups with particular 
reference to the piece-work, task and bonus, and premium plans. 
The purpose is to sketch briefly the differences and distinctions 
between these various systems, in any of which the times es- 
tablished by time study can be used as a basis for fixing the 
rates. 

Those who have followed closely the developments in the 
handling of labor during the past few years will have suggested 
to their minds various methods of profit-sharing; it is not the 
purpose to treat of any of these, but to restrict the discussion 
to accepted methods of wage payment. 

The commonest, most widely used and probably the most 
ordinary method of paying wages in industry is the day-work 
plan whereby the employees are paid so much per hour or so 
much per day, the amount being arbitrarily fixed and governed 
to a great extent by local conditions. It is at once recognized 
that this plan is not based on definite facts, and unless admin- 
istered with unusual care will result in improperly rewarding 
the work and efforts of some of the operators compared with 
others. 

Ordinary piece-work is the next in point of widespread use. 
While it is very true that this form of piece-work does decrease 
supervision — in this particular it is a help in industry — another 
of its efforts is the lessening of responsibility on the part of the 
executives, and in this respect it is a step backward in industrial 
management. With the usual methods of setting piece-work 
rates there is no attempt at planning, routing or doing the 



— 334 — 

necessary preparatory work in order that the workman will 
be enabled to turn out an amount of work satisfactory to him- 
self and to the management, for the rates are usually based on 
past performances or some kind of a guess made by the foreman. 
All of these methods are opposed to the modern trends in indus- 
try, and are thus antagonistic to the methods that have been 
put into effect in connection with time-study work. 

As the developing of the piece-work system was an attempt 
to improve upon day-work, likewise the Taylor differential 
piece-work, task and bonus and premium plans were evolved 
to improve upon the ordinary piece-work system. Each of 
these is described in the latter part of this appendix and a com- 
parative chart shows their relationships. 

Time study is not only the sound basis for setting times for the 
accomplishment of a task, but should be the basis for setting 
the recompense as well. In piece-work systems, this relationship 
holds true, and it should be equally true in all just bonus and 
premium plans of recompense for work accomplishment. Fur- 
thermore, as recompense should be commensurate with the 
service rendered, and the time element should be a governing 
factor in both rate and recompense setting, wage payment 
systems are intimately associated with all proper time study for 
rate setting. 

In an address before the National Metal Trades Association in 
New York, April 4, 1910, Carl G. Barth reiterated forcibly the 
need for equitable and just rates of recompense for the worker 
for the accomplishment of a substantial task, and for the ne- 
cessity of the assumption by the management of full responsi- 
bility for all conditions affecting the comfort and convenience 
of the worker. Mr. Barth's remarks bear repeating: 

"No particular mode of paying workmen can alone remove the distrust 
and misunderstanding between employers and employees. What is needed 
is co-operation between them. As often as they together accomplish a sub- 
stantial task, the workman should be given, in addition to his regular wages, 
a fair share of the extra profits. Further co-operation means that the em- 
ployer examines into everything that must be attended to before the employee 
can actually devote himself to the job for which he is especially fitted and 
hired. Perhaps he is wasting time getting material, drawings or tools, or 
there is something the matter with his machine, or the work is not that for 
which it is best fitted. Even a first-class mechanic may not know enough 
about the art of cutting metals to select the most economical feed and speed 
for his work. 

There is no end to the things that are part of the business of a manager 
to look after carefully and systematically, to get the most out of machines 
and their attendants, and make the latter feel that their comfort and ease of 
mind are considered." 



— 335 — 

The simplest of all wage-payment systems is, of course, the 
day-work plan, in which the workers are divided into certain 
classes and a definite rate of wage paid to each class. As prac- 
ticed in the industries, the classification is, perforce, general in 
the extreme, and the worker is not paid according to individual 
worth, skill, and reliability. 

Differing radically from the day-work plan is the ordinary 
flat piece-work system. Under this, labor is paid a fixed rate 
for all work actually performed, and it would be the ideal sys- 
tem of wage payment were the rates commensurate with the 
work and equitably set for all conditions. Piece-work is far 
from being a development of modern times and was probably 
a fairer and more just basis of labor recompense in the earlier 
days than under the complex industrial activities of more recent 
years. In the old days, rates of recompense were set by fore- 
men who had themselves performed the rated tasks on the same 
machines and in the same manner as required of the workers. 
Rates were set by men who knew from personal experience the 
difficulties of the task, who trained and assisted their workers, 
and who knew the limitations of both men and machines. 

As industrial establishments became more complex, as new 
machinery was introduced with which the foremen could not 
be so familiar from personal experience, and the intimate per- 
sonal contact between workers and instructors was lost, rates 
were guessed at or arrived at from insufficient, and not infre- 
quently erroneous data, with the result that piece-work rates 
in many instances were neither just nor equitable. Other fac- 
tors also adversely influenced the situation. 

In the first place, if labor is to be valued in direct proportion 
to its productiveness, as under any piece-work system of recom- 
pense, every act or condition in any way tending to reduce or 
delay production must be eliminated as far as possible. The 
best equipment must be furnished the worker, supplies must be 
on hand when required, and no factors should be introduced 
that will interfere with his productive activity. That is, all 
delays of any kind must be eliminated, or, at least their occur- 
rence reduced to a minimum, and the worker must not be called 
upon to perform any act that will consume time during which 
he might otherwise be profitably employed at his specific task. 
In other words, if the worker is to be paid for only the work he 
does, he should be provided with work to do every minute he 
is at the employer's plant. The employer has no right to the 
worker's time when he is not productively employed through 
managerial failure to provide work and facilities for performing 



O 1 ,1 

O 6 O — 

it, except he makes a suitable recompense for the loss sustained. 
The management must assume its full responsibilities if the basic 
justice of piece-work recompense is to be realized. 

Even in a plant where the management does assume its proper 
responsibilities of providing adequate equipment and maintain- 
ing it in effective operating condition, planning the work and 
its procedure, instructing the workmen in methods and approved 
ways of doing the work, providing all comforts and conveniences 
that the nature of the work will allow, and in general relieving 
the workmen of all responsibility for acts other than those for 
which he was engaged — even in such a plant it cannot be denied 
that delays to the smooth progress of the work over which the 
workmen have little or no control are liable to occur. It is 
the function of proper time study to eliminate such delays so 
far as possible and to make due allowances for such as cannot 
be entirely eliminated. 

Both the day-work plan of wage payment and the straight 
piece-work system .based on past performances are thus open 
to objections. Yet around these simple basic methods of 
recompense all wage systems are built up, for either the worker 
is paid for his time, for the amount of work he does or for real- 
izing a set base time. 

The injustices and inequity of the simple systems have been 
eliminated to a considerable extent in some of the more ad- 
vanced wage-payment systems and with marked progress toward 
attaining the principal objectives of both employer and em- 
ployee — in the case of the employer, low -production costs- — 
for the worker, high wages. 

Quite obviously the first necessity in arriving at equitable 
rates of payment, whether they be for day-work or piece-work, 
is a true measure of the work to be performed, and for such 
a measure'to be accurate, time study is an essential factor. Only 
by time study, 1 meaning time study in its broadest and most 
comprehensive sense, can the facts be established which guard 
against the cupidity alike of employer and employee in arriving 
at an equitable valuation of a definite task. Time study, 
properly conducted, establishes not only the net time any piece 
of work should take under ideal conditions, but, by adding the 
allowances 2 established through years of trial and error applica- 
tion, sets a task time in which any one qualified for the work 
should be able' to perform it repeatedly and regularly, by fol- 
lowing the definite directions given on the instruction cards 

1 See Chapter I. 
2 See Chapter V. 



— 337 — 

that form an essential element in the practical application of 
time study to rate setting. 

A definite task rate which the average worker can equal re- 
peatedly without undue fatigue or discomfort is only arrived 
at by time study, this being the "minimum selected time" 
plus necessary allowances. 

With these all important considerations known — not guessed 
at or estimated, but accurately established — it is a compara- 
tively simple matter to place an equitable labor valuation on 
the work to be done and adopt a system of wage payment suited 
to the conditions. 

The rate set by proper time study, based on the time allowed 
for the completion of the task, is, however, considerably greater 
than the productive rate that the average worker would be 
able to establish were he left to figure out by himself how to 
perform the work, what tools to select, what machine feeds and 
speeds to employ and what procedure to follow, for the rate 
is arrived at from an expert investigation of tools, methods, 
conditions and procedures, and the proper assistance that should 
be rendered to the operator. In short, the task time is set 
with the requirement that all managerial responsibilities must 
be fully discharged so that the acts that the worker is to per- 
form are but those for which he is particularly suited and for 
which he is hired. The worker is not called upon to do any- 
thing which had not been considered as a factor in determining 
the task time, and for which he is entitled in every sense to be 
paid. Proper allowances are made for all necessary delays, 
fatigue, and the like, so that the employer is assured that con- 
ditions are favorable and equitable for steady and effective 
work on the part of the employee. As the output per employee 
should be (and in practice is) considerably higher with the aid 
afforded by time study work, and the worker must apply him- 
self more assiduously to his task and so more effectively than 
when left to his own devices, time study makes possible sub- 
stantial increases in the amount of wages earned by the worker. 
At the same time, lower production costs are made possible, so 
that differential rates, task work, and the payment of bonus 
or premium become advisable factors in the introduction of 
wage payment systems where time studies are to be used as a 
basis for determining equitable and just rates. 

It is an established fact that to secure the continued interest 
and application of a worker to his task, and to impel him to 
expend his best efforts, some incentive is necessary. In general, 
incentives are of two kinds, the financial and non-financial.. 



— 338 — 

The first is wages, and to bring out the active co-operation of 
the worker in striving to reach or better the task time the op- 
portunity must be presented to earn more than the previous 
prevailing rate. The non-financial incentive may take the form 
of a hope of promotion, personal or departmental rivalry, an 
expression of the creative instinct — the desire to make — or 
some other human emotion. It must be confessed that this 
type of incentive has not been developed to a great extent in 
industry, so in the case of most workers the incentive to better 
and greater production is a wage increase, for by the money so 
received natural desires, both material and intellectual, can be 
satisfied. So practical considerations dictate that the incentive 
for industrial workers should take the form of bonus or premium 
based on the worker's regular rate of pay, whether this be com- 
puted by the day or by the piece. It is important that the in- 
centive should be commensurate to the effort required for the 
accomplishment of the set task — neither too much nor too 
little. Dr. Frederick W. Taylor found that to secure maximum 
output quite clear-cut percentages, depending upon the char- 
acter of the work, should be added to the regular rates of pay. 
He recommended wage increases as follows: 

"For ordinary shop work, such as the ordinary kinds of routine machine 
operations, requiring no particular mental concentration, close application, 
skill or hard work, a premium or bonus of 30 per cent, of the regular wages; 
for ordinary day labor requiring no special mental effort or skill, but calling 
for strength and bodily exertion producing fatigue, from 50 to 60 per cent.; 
for work requiring skill or considerable mental application coupled with 
close application, but without severe bodily exertion, from 70 to 80 per cent.; 
and for work entailing skill, mental concentration, close application, strength 
and severe bodily exertion, an increase in average wage of from 80 to 100 per 
cent, is necessary to secure maximum production." 

Such increases in pay have been found to be productive of 
highly beneficial results to the workers affected. Men tend to 
become more thrifty when they receive such proper recompense 
for their effective day's work, live rather better, save money, and 
work more steadily. In short, they more fully realize the value 
of money. On the other hand, larger percentages, resulting in 
unduly high wages, have repeatedly demonstrated a tendency 
to make many workers irregular in their attendance and, fre- 
quently, more or less shiftless, extravagant and, sometimes, 
dissipated; while lower percentages do not prove sufficient in- 
centive for workers — that is, a large proportion of our industrial 
workers — to do their best over any continued period. 

Doctor Taylor also evolved a system of wage payment in 



— 339 — 

which incentives in the form of increased rates for the accom- 
plishment of measured tasks formed the basis for a compre- 
hensive " differential " piece-rate system of recompense. In 
fact, the Taylor differential piece-rate system was the first 
plan to ignore all records of past experience in the matter of 
rates of production, or the length of time a task should take, 
and to base task time upon time-study deductions, adding 
specific instructions as to how the task should be performed 
as an aid to the workman. Approved time-study practice by 
qualified observers, detailed instructions to the workman and 
the effective co-operation between the time-study department 
and the workmen, are essential for the successful introduction 
of the Taylor system of differential wage payment. 

A definite task or rate of work is established by time-study 
observations in the Taylor differential piece-rate system, which 
can be steadily performed, without undue fatigue or discomfort, 
by the diligent worker who follows the detailed instructions 
furnished on the instruction card for the task. As the accom- 
plishment of the task within the time allowed calls for interest 
and application on the part of the worker, a substantial premium 
is paid if the task is completed in the time allowed. This bonus 
establishes what is termed the "high rate," and in machine- 
shop work is customarily taken as 33 ^ per cent, of the worker's 
base rate. So the worker equalling or bettering the task time 
is paid at a rate of one and one-third times his regular rate of 
pay for all such effective production. The "low rate," which is 
five-sixths of the "high rate" of pay, or 83^ per cent, of the rate 
which the worker would receive for straight piece-work, is 
imposed only when the worker, through lack of application to 
his work, fails to equal the productive rate accurately set by 
time-study investigations, a rate which is proportioned so as 
to be within the ability of the average worker to equal repeatedly 
without undue fatigue or discomfort. 

Under the Taylor system a very substantial premium is paid 
for the accomplishment of a task within a time limit, making 
all reasonable allowances for delays, etc., and for which ex- 
plicit instructions are furnished, by which the worker of average 
ability can earn the premium repeatedly and steadily. The 
penalty of "low rate" is imposed only for lack of application or 
failure through ignoring instructions. 

Henry L. Gantt devised a plan of recompense not dissimilar 
to the Taylor system in that a substantial premium or bonus is 
paid for task accomplishment, but different in that no "low 
rate " or penalty is imposed for failure to equal the set produc- 



— 340 — 

~tion rate. As originally introduced, the Gantt system consisted 
in determining a task time by time study, and allowing a pro- 
portion of such time as a bonus if the rate thus established was 
equalled or bettered. Failure to make the set rate involved no 
penalty, however, and the worker received his regular rate of 
recompense, but without the bonus. Later, Mr. Gantt modified 
his system by adding a fixed amount of recompense to the 
regular rate for the task whenever the work was completed in, 
or better than, task time, but, as under his original plan, no 
penalty was imposed should the worker fail to accomplish his 
task in the set time, other than the sacrifice of the bonus. 

Though Doctor Taylor was the first to make use of a scien- 
tific system of recompense in connection with work under his 
direction, it was F. A. Halsey who first presented to industry 
in general a wage payment system intended to reward a worker 
for unusual application to his work, otherwise than by straight 
piece-work. Under the Halsey plan of recompense it is entirely 
optional with the workman whether he elects to work on the 
premium plan or not, for his regular rate of pay is assured in 
any event. The plan consists in setting a fixed time in which 
to complete a specific piece of work, and for each hour the 
workman may shorten this time "n the performance of the work, 
he is paid a proportion of his hourly wage as a premium. That 
is, if the incentive is set at 33^ per cent. — the value selected 
by Mr. Halsey when he devised his plan — and the set time for 
the task is 10 hours, a worker who completed it in 8 hours would 
receive pay for eight hours at his regular rate, and additional 
pay for one-third of each hour saved in the discharge of the 
work — that is, he would receive pay for 8^3 hours for the 8 
hours of actual work. Should the same rate of accomplishment 
be continued throughout a day of 10 hours, the recompense 
received by the worker for the day's work would be equivalent 
to the pay for 10% hours at the regular rate. Or if the premium 
basis had been set at 50 per cent, the application of the worker 
would have earned for him 9 hours pay for the 8 hours and a 
recompense of n}i hours for the day of 10 hours. 

At the time the Halsey premium plan was first introduced, 
Mr. Halsey was not aware that time study had been used as a 
basis for the rate setting, so his set time for the task was arrived 
at from records of past accomplishment or previous experience. 
However, the Halsey plan adapts itself to the refinements of 
time-study deductions, but when setting a premium time from 
a time study it is always desirable that when the task time is 
equalled the excess earnings be a predetermined amount. If 



— 341 — 

the proper incentive is set at 3 3 ] 3 per cent, of the regular rate 
of pay, and the worker is to receive full pay for half of all the time 
he may save in completing his task — i. e., full pay for half the 
difference between the set task time and the time actually 
taken to complete the task — it becomes necessary to increase 
the task time by 66 2 3 per cent, to arrive at a basis for figuring 
the premium earned for task accomplishment in task time. For 
example, if the task time determined by time study be nine 
hours, 66^3 per cent., or six hours, is added, making the time 
basis 15 hours. Then, if the task should be completed in 9 
hours — the task time — the time saved would be. computed as 
6 hours and the worker would receive straight pay for 9 hours 
and a premium or bonus equivalent to full pay for 3 hours, 
making his total recompense equal to straight wages for 12 
hours work. That is, for having accomplished the task in the 
time set — 9 hours — he would earn the proper incentive based 
on 33/3 per cent, of the regular rate of pay. 

Under the Halsey plan, the workman is assured of his regular 
day wage, even if he should not succeed in completing his work 
within the time set, and may make a substantial premium in 
addition by making the set rate. It is a simple method of 
recompensing workmen for all unusual accomplishment and 
is generally considered as fair by the workers as well as by the 
employer. 

Another premium plan, one that has met with considerable 
favor in Great Britain, was introduced by James Rowan, of 
Glasgow, Scotland. Under the Rowan plan, which is in reality 
a modification of the Halsey plan, a task time is set and for bet- 
terment of this time the regular day rate of the worker is in- 
creased by a percentage computed as the ratio of the time saved 
to the time allowed for the task. The relationship "of this plan 
with others is show T n on the diagram of Fig. 135 of this appendix. 

With the idea of improving on the Halsey and Rowan 
premium plans, Carl G. Barth developed a premium system 
for which there is a simple and convenient mathematical ex- 
pression. Under this system the total earnings in hours equal 
the square root of the product obtained by multiplying to- 
gether the total time allowance and the total time taken. 
This plan has the advantage that it is readily interpreted by 
means of a very simple slide rule. 

The full significance of Mr. Barth's premium plan, as com- 
pared to the Halsey and Rowan plans, is clearly shown in 
Fig. 135. In his address before the New York Metal Trades 
Association in New York, April 4, 1910, from which a quota- 



— 342 — 

tion appears on page 334, there was presented a diagram com- 
paring the several wage-payment systems that have become 
more or less prominent. This diagram is reproduced as Fig. 135. 



Premium Hours Earned in PerCen+of Hours Worked. 

100 90 &0 TO &0 50 40 30 20 10 D 




FIG. I35. — GRAPHIC DEPICTION OF WAGE PAYMENT SYSTEMS 



No better comparison of the five systems under discussion can 
be given than this one that brings out their features in graphic 
form. 

Herewith are the various mathematical expressions covering 
the premium plans just described. 



Halsey plans: 

T _T +4 
1 V 2" 



, where one-half of the time saved is allowed. 



T + t 
Tp = ~ — , where one-third of the time saved is allowed. 



— 343 



Rowan plan: 






T p - 


-,(■ 


- 


t) 


Barth 


plan : 






v 


"V* 


X 


< 


Where 


= total 


ear 


ning 



T = total time allowed by time study. 
/ = total time taken by operator. 

The curves of Fig. 135, depicting the various plans, are based 
on the assumption that the task time in every case is 10 hours 
and that the rate of pay, when production equals the task rate, 
is the same as the Taylor differential high rate. These are: 
For the Halsey premium plan (one-third of the time saved) 
curve E-F-D; Halsey premium plan (half of the time saved) 
curve G-F-H; Taylor high rate; curve M-F; Taylor low rate, 
when the task is not equalled, curve N-P; Gantt s original fixed 
bonus, curve S-F-R-D; Gantt's modified bonus M-F-R-D; 
Rowan premium, curve A-F-K-L; and Barth premium, A-F-Q. 
The diagonal line A-R-D indicates earnings at regular day 
wages. The Taylor differential piece-rate system and the Gantt 
modified task and bonus plan offer a greater incentive for ob- 
taining high production than any of the other schemes. But 
the Gantt plan and all the others except the Taylor differential 
guarantee the workman his regular rate of pay even though he 
does not succeed in performing his work in task time. 

A requisite for the setting of rates under a piece-work plan 
is the classification of various kinds of work according to the 
experience necessary for its performance, the skill or physical 
exertion required, the hazard or discomfort of the work, work- 
ing conditions and other modifying factors. This classification 
takes the form of an hourly rate valuation, and corresponds 
to the hourly day rating. It is known as the base rate and ap- 
pears as one of the factors necessary in establishing and oper- 
ating a piece-work system. The management exercises the 
same control of these base rates that it does of dav rates. 
The time study department determines the task times and with 
the base rates, fixes the rate per unit. This process is parallel 
with the setting of the day rates which are necessary in day 
rate, premium and bonus plans. But it must be clearly under- 
stood that these base rates apply only to piece-work plans. 

An example of piece-rate classification follows: 



— 344 — 

Task Earnings 
Class Operation Base Rate per Hour 

Drilling small per Hour Should Be 

parts. 

A Drilling, countersinking, counter- 

boring, gage and sensitive drilling. $0.33 $0.44 

B Drilling clearance holes where work- 
ing holes are drilled before machin- 
ing and centering . 30 . 40 

C Boring and counterskinking . 27 . 36 

D Boys' work . 21 . 28 

Drop forging. 

A Heavy parts (weighing approxi- 

mately 15 pounds each) where skill 
is required to hold the part to size. . 48 . 80 

B Light parts (weighing approximate- 
ly S pounds each) where skill is re- 
quired to hold parts to size 0.42 0.70 

C Heavy parts (weighing approxi- 
mately 15 pounds each) where there 
is no necessity for close sizing . 39 0.65 

D Light parts (weighing approximate- 
ly 8 pounds each) where there is no 
necessity for close sizing . 36 . 60 

Power milling. 

A Split milling, octagon milling, and 
splining milling, where reliance is 
placed on the operator's skill to pro- 
duce good work . 30 . 40 

B Work where the piece is located by 
: mechanical means, as pins, set- 
blocks, and the like 0.27 0.36 

Hand Milling. 

A Work where there are delicate cuts, 

or cuts requiring gaging 0.30 0.40 

B Clearance cuts only 0.24 0.32 

C Boys' work . 18 0.24 

Press ivork. 

A Work where the operator sets up 

his own dies 0.27 0.36 

B Work where the dies are set for the 

operator 0.24 0.32 

Splining. 

A Work where reliance is placed upon 
the operator's skill to obtain proper 
gage fits 0.30 0.40 

B Work that is located by mechanical 
means, such as pins, set blocks, and 
the like .' 0.27 0.36 

It will be noticed in the preceding tabulation that the in- 
ducement on the drilling, milling, splining, and presswork 
operations is 33^ per cent., while on the forging operations, 
where skill, physical strength and discomfort from heat and 
gases must be endured, the inducement is set at 66% per cent. 



— 345 — 

Let us turn now to the direct bearing that several plans of 
wage payment have in connection with time study in its appli- 
cation to task and rate setting. Those that need to be consid- 
ered are day work, straight piece-work, the Taylor differential 
piece-work, Gantt modified task and bonus and the Halsey 
premium plans. To illustrate the application of these in a 
clear manner let us take as our example the drilling of a machine 
part the task time for which has been determined by time 
study to be 3 minutes. 

Day-work plan: 

Task time, per piece, 3 minute?. 
Task production, per hour, 20 pieces. 

Close supervision and personal interest on the part of the 
worker would be necessary to maintain this production, as 
under the dav-work plan the preparation work is not, in general, 
looked after by the management and the workman is left to 
his own initiative in determining the methods to be followed. 

Straight piece-work plan: 

Task time, per piece, 3 minutes. 
Task production, per hour, 20 pieces. 

If we assume that the work belongs in Class A drilling, 

as defined above with a 33^ per cent, inducement, the piece 

rate would be $0.33 per hour, and the price per piece would be: 

3 
— X 0.33 X 1.33 = #0.0222. 

The three factors in this multiplication are, first, the number 
of hours required per piece (3 minutes divided by 60 minutes), 
second, the base rate per hour and, third, the unit payment 
plus the inducement factor, or 1.33. 

Taylor differential piece-work plan: 
Task time, per piece, 3 minutes. 
Task production, per hour, 20 pieces. 

Let us assume that the base rate and the inducement are 

the same as in the straight piece-work plan above. Then for 

the Taylor higher rate the price per piece would be: 

3 
t- X 0.33 XI .33 = #0.0222. 

This applies when the task time is equalled or better. 
For the Taylor low rate the price per piece would be: 

3 
T~ X 0.33 X I.33 X 5/6 = #0.0185. 

This applies when the time taken is longer than the task time 



— 346 — 

of 3 minutes, and involves the penalty represented by the 
factor 5/6, or a lower rate per piece. 

Gantt modified bonus 'plan: 

Task time, per piece, 3 minutes. 
Task production, per hour, 20 pieces. 

Let us assume that the hourly rate of the worker is the same 
as the base rate and the inducement is the same as used in the 
preceding examples. 

Then, if the task time of 3 minutes is equalled or bettered, 
the worker is allowed 4 minutes pay for each piece; that is, an 
increase of 33^3 per cent. If, however, the time taken is longer 
than the task time the worker is paid at the day rate only. 

Halsey premium plan: 

Task time, per piece, 3 minutes. 
Task production, per hour, 20 pieces. 

Let us assume that the day rate is the same as the base rate 
in the preceding examples, and that the inducement is likewise 
33 M P er cent. To the task time of 3 minutes is added 66^ 
per cent., giving a total of 5 minutes, which is called the time 
basis. 

This method gives the worker a premium consisting of one 
half of the time saved for every piece that is performed in a 
shorter period of time than the time basis, which in this example 
is 5 minutes. This premium time is added to the actual time 
taken. When the task time is just equalled the worker's earn- 
ings under this plan are the same as in the previously described 
plans, for the increase is one half of the addition of 66^/3 per 
cent., or 33 3^3 per cent. 

It will be noted in all these examples that when the task time 
is just equalled the earnings are identical. 

During times of unusual labor conditions when wages are 
rising rapidly, as during the years 1917-18, it is necessary 
to make use of some expedient for increasing the earnings of 
workers, but without disturbing either the base rates or the 
percentages of inducement. To meet this situation the author 
developed a system of wage payment by means of which differ- 
ential bonuses are applied to time-studied piece-work rates. 
This method of raising wages is particularly efficacious, for, 
by offering an unusual opportunity for earning a high rate of 
pay for close attention to the task the dropping of production 
which usually follows any sudden rise in wages — especially 
if the sudden increase has been substantial — may be arrested, 
in fact production may be increased. This plan was introduced 



— 347 — 

in one of the large plants of the country making munitions in 
those departments where the work had been time studied. 
The differential bonus was 20 per cent, for task attainment, 
and 10 per cent, for an accomplishment between five-sixths of 
the set task and the task itself. That is, the worker accom- 
plishing the measured task within the time allowance earns a 
bonus of 20 per cent, added to his regular piece-work earnings, 
while the worker accomplishing from five-sixths up to the full 
task in the time allowed for the task receives a bonus of 10 per 
cent, of his regular piece-work earnings. Failure to accomplish 
at least five-sixths of the task in task time penalizes the worker 
in that he receives but the regular piece-work rate for his ac- 
complishment. These specific differential bonuses applied to 
straight or flat piece-work rates are graphically shown in Fig. 136. 























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FIG. I36. DIFFERENTIAL BONUS APPLIED TO FLAT PIECE-WORK 



The appeal of the differential bonus is marked in this system, 
as is forcibly demonstrated by the graphs depicting the result 
of introducing the differential bonus in a department employ- 
ing about 150 girls on an operation conducted on a piece-work 
basis. The curves indicate the number of girls who worked 
the full time of 10 hours per day before and after the introduc- 
tion of the bonuses, and their proportional accomplishments per 
10-hour day in per cent. Curves b and a show the number of 
girls working full time and their earnings per 10-hour day, as 
indicated by their respective percentages of task accomplish- 



— 348 — 

ment, for the week immediately before the introduction of the 
bonuses and for the preceding week, respectively. Graphs c 
and d show the records for the week following the introduction 
of the inducements and for the succeeding week. Not only 
did the appeal of the bonus cause many more girls to work 
regularly, but a very much larger proportion of the steady 
workers attained a production of ioo per cent, (the accomplish- 
ment of the work in task time) or better. A bonus of 20 per 
cent, of their piece-work pay was earned. About twice as many 
girls were able to reach an accomplishment of 83^3 per cent, 
(five-sixths of the set task rate) when an inducement of 10 
per cent, over regular piece-work rates was offered. Even in 
the case of the laggards, whose accomplishments were below 
rates of 70 or 75 per cent., the number with such poor records 
was materially reduced just as soon as the bonuses were intro- 
duced. In short, the appeal of the differential form of bonus 
applied to a flat piece-work system materially increased the 
productiveness of the workers. 



^ 40 
o 

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£ 
V- 25 



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SD 10 



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Week 


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20 30 40 50 60 70 80 90 100 [10 120 130 
PerCent Accomplishment per Ten-hour Day 

FIG. I37. EFFECT OF DIFFERENTIAL BONUS ON PRODUCTION 



The success of these various systems of promoting production 
by the expedient and equitable procedure of paying the worker 
a share of the gains realized from his more effective application 
to his work is, quite naturally, further assured if the worker 
has the interested co-operation of such indirect producers as 
the adjusters, tool setters, instructors and overseers. These 
workers have it in their power to be of considerable assistance 
to the actual producers, the workers, by constructive advice, 
helpful criticism, and the smoothing out of the minor delays 



— 349 — 

and inconveniences that never can be entirely eliminated. In 
establishments where parts are made in quantities, these super- 
visors usually look after from 10 to 30 machines or operators, 
naturally their responsibilities are more or less divided and there 
is little likelihood of their duties becoming purely routine in 
nature. For these reasons it is neither advisable nor fair to 
put them on a piece-work rate basis of payment, dependent 
upon the production of the group they supervise, for it is just 
as probable that the group contains some inexperienced oper- 
ators as that it includes some highly experienced ones — a con- 
dition over which the supervisors cannot be expected to exer- 
cise more than nominal control. The supervisor can and should 
raise the group production, but should not be expected to raise 
the standard of the least experienced workers to the mean 
group productiveness, nor to keep the group output up to the 
rate set by the most skillful operator. 

The group supervisors are recruited from the ranks of the 
operators and are rightfully entitled to a somewhat higher rate 
of pay than that of the class from which they have been pro- 
moted, else there would be no incentive for an operator to 
strive to become supervisor. If the operators are on piece work, 
as they frequently are, and the supervisors should be dependent 
upon group productiveness for their rate of recompense, it 
would be quite possible for the more skilled operators to earn 
more than the supervisors, as the supervisor's rate should not 
be much greater than that of the operators. Paying the worker 
more than his supervisor would be detrimental to the effective 
development of the plant organization, for the more skillful 
operators would have no tangible incentive to qualify for posi- 
tions of supervision. On the other hand, if the supervisors are 
paid at day rates, equitably proportioned to the earning capacitv 
of the group, while the operators work on piece rates, there is 
no particular incentive for the supervisors to strive to main- 
tain high group production. 

To meet this situation a piece-work bonus plan in addition 
to a day-work guarantee has been evolved as an incentive for 
the supervisor to strive for group productiveness where the 
operators are working on piece rates. The supervisor is paid 
a regular hourly wage and in addition a proportional bonus 
for each machine in his charge that attains a bonus-earning 
production. 

To show more specifically the method used in applying and 
computing the bonus for machine adjusters or supervisors the 
following example is worked out: 



— 350 — 

Let the base rate per hour for the machine adjuster equal a, 
and let the number of machines over which he has charge equal 

n. Then he has a base rate per machine equal to-. Whenever 

n 

one of his machine operators produces the task number of pieces 
per hour, -N, the adjuster is paid ^3 of his individual base rate, 

-, or a rate of — per machine, or — — per piece. This bonus 

n yn F $nN F F 

will become proportionally greater for the performance of an 
operator who turns out more than N pieces per hour. 

If, however, the operator turns out less than N pieces per 

hour a bonus of s/6 of the above piece-work bonus of — -, or 

ca . . . . . 

, T , is to be paid to the adjuster down to the lower limit of 

i8nN F J 

5/6iV pieces. Below this limit no bonus is paid. 

Let us assume that the task number of pieces for a machine 
is 4,540 per hour, and that the adjuster's base rate is $0.36 per 
hour when he attends to four machines. Then his bonus per 
hour will be as follows under three assumed conditions of output: 

1. When 5,000 pieces are produced per hour. 

2. When 4,000 pieces are produced per hour. 

3. When 3,600 pieces are produced per hour. 

(Note that the last two rates of production are smaller than 
the set task.) 

The bonus rates are as follows for the three conditions: 

1. a 0.36 0.03 



3nN 3 X 4 X 4,540 4,540 

n . , , . 0.03 X 5,000 

Hence the total bonus per hour = . _.„ = . 03o cents 

4,o4U 

™ 1 , , 003 X 5 X 4,000 

2. The total bonus per hour = h ~ . . ' = 0.0219 cents 

6 X 4,540 

3. As 5/6 of 4,540 = 3,780, and as a production of 3,600 is lower than this 
lower limit, no bonus is to be paid in this case. 

The foregoing method of paying a bonus to machine super- 
visors is more adaptable to those cases where the product runs 
the same from day to day. Where ehher operators or product 
change, a modified plan will be found easier to handle from a 
payroll point of view. 

This modified plan is to multiply the number of machines 
by the number of working hours in the standard day, and 
arbitrarily to set a certain proportion of the machine-hour 



— 351 — 

product — usually 60 per cent. — as marking task attainment 
for the group of machines. By equalling or exceeding this task 
a bonus is earned, and for failure to maintain such a number of 
productive hours for the group the adjuster is penalized by 
loss of bonus. Under this plan, it is to the adjuster's interest 
to keep his machines productively occupied and the operatives 
under his supervision on a piece-work basis. On the other hand, 
it is to the worker's interest, just as soon as he fails to make 
more money on piece work than he could on day work, on ac- 
count of failure on the part of the adjuster to keep his machine 
in effective operating condition, or because of any delay for 
which the adjuster may be responsible, to be asked to be trans- 
ferred to day work. Such a transfer represents to the adjuster 
a net loss of so many possible machine-hours, and consequently 
makes it much more difficult for him to earn a bonus. Even 
should he be able to keep all the remaining machines produc- 
tively occupied without interruptions and with enough opera- 
tors on piece work for the piece-work machine hours to equal 
or exceed the required task attainment of the group, he loses 
a substantial share of his bonus by the loss of the machine- 
hour performance of the operator transferred to day work. 
However, so long as the adjuster succeeds in keeping the various 
machines in good operating condition, etc., their operators elect 
to work on a piece rate, as, by so doing they earn more than 
on day work. 

To show this modified method of bonus payment in as clear 
a manner as possible the following paragraphs present an 
algebraic explanation and a worked-out example: 

Let us assume that the base rate for a machine adjuster is 
a and that he is paid a bonus eoual to V3 of this base rate, or 

- per hour. 

3 

If h represents the standard number of shop hours worked 

per day, then the bonus per day is equal to — 

As previously stated, 60 per cent, of the machine hours is 
taken as the number below which no bonus is to be paid. This 
is represented by 0.6 n h. The remainder, 0.4 nh, is the 
amount for which bonus is paid. So the bonus rate for excess 

a h 1 " 

hours would be — X 7, which equals 



i .2 n 
For convenience in figuring this production-hour bonus, and 



— 352 — 

to allow an opportunity to figure the earnings when the adjuster 
works only part time, the following method is shown: 

Let t — total group hours. 
k = bonus factor = . 6 n. 
iv = hours worked by the adjuster. 
e = bonus hours earned. 
h = standard shop hours. 
n = number of machines under the adjuster's charge. 

The excess hours for which the adjuster is to be paid his 
bonus would be t - kh. 

In order that the adjuster shall be paid only for his portion 

of the total number of hours the formula becomes: it — kh)-. 



That is, I - — k J w = 



Example: 

Let us assume that the adjuster is assigned to twelve ma- 
chines and that his bonus rate is $0.36 per hour. Then it is 
necessary to ascertain: 

1. His bonus rate per hour. 

2. His bonus factor k. 

3. His bonus earnings for a day if the total active bonus hours were 85, the 
standard number of shop hours 8, and the number of hours worked by the 
adjuster S. 

To perform these calculations: 

1. His bonus rate is r—q- = ., "' ~ = 0.025. 

1.2n 1.2 X 12 

2. His bonus factor is . 6» =0.6 X 12 = 7. 

3. His bonus hours = U- A- \ w = (^ - 7.2 J S = 27.5. 

So his bonus earnings would be 27.5 X 0.025 = $0.69. This sum is in excess of 
his regular day rate. 

The two preceding plans, where an indirect producer works 
as an overseer, are not applicable, however, to indirect pro- 
ducers who are directing workers under the Halsey or any 
similar premium plan. Overseers or gang foremen who direct 
premium workers are naturally dissatisfied if the earnings of 
the more skillful and industrious men under their control ex- 
ceed their own. As the industrious worker can frequently 
earn an average of 35 per cent, or even more of his standard 
day rate- when working under the Halsey premium plan, to 
give the gang foreman a sum 20 per cent, greater, which is 
about the recognized difference in pay between workers and 



— 353 — 

their foremen, the day rate for the gang foreman would have 
to be about 55 per cent, higher than that of the worker. Such 
a high rate would be in excess of that usually paid to any one 
other than an exceptional foreman. So it is advisable to put 
into effect a bonus plan by means of which the gang foreman 
directing premium workers can earn more than the men under 
their charge, despite a day rate lower than the average earnings 
of their better men. 

The author has installed a bonus plan of this character, by 
means of which the gang foremen are paid their bonus in the 
form of a percentage of their regular day's pay. This percentage 
is equal to the total time allowed the group in man hours in 
which to complete the task, minus the group premium time, 
actually employed on the tasks, divided by twice the number 
of total hours for the group, counting both day work and 
premium hours. The incentive of this plan is for the group 
foreman to keep as many of his workers as possible on premium 
time and earning as high premium as possible. 

Following the method previously used, an algebraic explan- 
ation of this method of paying bonus and an illustrative ex- 
ample are given: 

Let T = the total time basis for the group. 

Let t = the total elapsed premium time for the group. 

Let G = the total elapsed hours worked by the men in the group, including both 

premium and day work. 
Then T — t = the time saved. 

T — t 
And — -—- = the average bonus percentage earned by the group. 

And ~ = the percentage of premium hours worked by the group. 

T — t 

Let M = the percentage of bonus = „ . 

Let L = total number of hours worked by the overseer during the bonus period,. 

usually taken as one week. 
Then M X L = N = the number of bonus hours for the overseer. 
Let R = the overseer's day rate. 
Then N X R = the amount of overseer's bonus. 

Example: 

To work out an illustrative example, let the total time basis 
for the group for the week be 1,190 hours; the total elapsed 
premium time for the week, 830 hours; the total elapsed time 
of all the men, including the day workers, 950 hours; and the 
total number of hours put in by the overseer for the week, 45 
hours. 

Then calculations must be made to supply the following 
figures: 



— 354 — 

1. What is the average percentage of bonus earned by the group? 

2. What is the percentage of premium hours worked by the group? 

3. What is the percentage of bonus to be paid to the overseer? 

4. What is the number of bonus hours on which bonus is to be paid to the 
overseer? 

L ^W = ^T3cW- Q = 21 - 7 P ercent - 

o t 830 Q7 

2. -ft — qcT: = 87.5 per cent. 

_ T - t 1,190 - 830 

3 - ~W = 2 X 950 = 19 PCT C6nt - 

4. M X L = 0.19 X 45 = 8.5 hours. 



INDEX 



Abnormal values, .Striking out, 12. 
Additional operators, 57. 
Allowance, 16. 

Flat Shop, 16. 

Handling time, customary, 163. 

Preparation time, 16. 

Time, 14. 

Variation, 65. 
Allowance Curves, 15. 

Drop Forging, 268. 

Formula for series of Time, 64. 

Plotting, 60-64. 

Use of Time, 64, 65. 
Allowance formula, Carl G. Barth's 

original, 60. 
Allowances, delay, Averaging, 49. 

Establishing, 53. 
Allowances, Time, Determining, 54. 
Analysis of delays, in Time Study on 
Automatic Heading Presses, 40-48. 
Analysis of job, 7. 
Analysis of Production Study in detail, 

3 1 : 

Analyzing a job into Fundamental 

Operations, 158. 
Analyzing Production Time Studies on 

Variable Operations, 69. 
Annealing Processes, Control of, 290. 
Arrangement of Instruction Card for 

Cast Iron Bushing, 158-163. 
Assembly of an Oil Pump Drive, In- 
structive Card for, 215. 
Assistant Overseers of ' Production, 180. 
Automatic Dovetailing, 323. 
Computing earnings, 327. 
Machine force, 323. 
Machine Time, 326. 
Preparatory Operation, 324. 
Production, 327. 

.Standardization of procedure and 
equipment, 324. 
Automatic Dovetailing Machine, 323. 

Operating time, 326. 
Automatic Heading Presses, Analysis of 

delays in Time Study on, 40-48. 
Automatic Machine Production Time 
Study, 35. 
Classes of, 36. 
Division of work in, 36. 
Duration of, 36. 

Frequency of noting production in, 37. 
Function of, 35. 
Procedure in, 36, 37. 
Recording delays in, 38-40. 



Automatic Machinery, Procedure for 
Production Time Study on, 36-37, 

Average Deviation, 13. 
Averaging Delay Allowances, 49. 



Bar Heating, Time Study Data Curve 

for, 266. 
Barth Premium System, 341. 
Benefits derived from Time Study, 4. 
Blue Print, "Corrected Weight" Table, 

300. 
Blue Print Department, Economic con- 
duct of, 295. 
Operating force, 296. 
Premium records, 302. 
Blue Print Machine, Calibration of, 296. 
Blue Print Paper, Amount used, 298. 
Usable, 299. 
Waste of, 295. 
Blue Print Production Rating, 298. 
Blue Printing, Computing Premium 

Earnings, 300. 
Blue Printing Exposure, Standardization 

of, 297. 
Blue Printing Machine, 295. 
Bonus - , Differential, applied to flat piece 
work, 346. 
Effect on production, 347. 
Bonus Plan for gang foreman, 353. 
Boring and Facing Bronze Bushings, 

Rate Table for, 233. 
Boring Mill Feed and Speed Control, 

125. 
Boring Mill Jaw Chucks, 99. 
Boring Mill Manipulation, Time Table, 

122. 
Boring Mills, Manipulation to Start 
Cuts, 121. 
Preparatory Operations on, 87. 
Removing Tools from, 118. 
Setting Tools for, 112. 
Brass Rolling, 275. 

Brass Rolling Mill, Average composition 
and weight of materials for, 278. 
Instruction Card, 283. 
Material Data-, 276. 
Measure of work, 276. 
Reduction Table, 279. 
Roll Speeds, 277. 
Standard Time Allowances, 277. 
Time required for rolling, 279. 
Time Study Summary, 283. 
Trucking Practice, 276. 



358 



Bronze Bushing, Table for Boring and 
Facing, 233. 



Calibration of Blue Print Machine, 
296. 

Cap of Cam Shaft Bearing, Instruction 

Card for, 215. 
Carting Ashes, Instruction Card for, 
208. 
Coke, Instruction Card for, 208. 
Crushed Stone, Instruction Card for, 

210. 
Fire Brick, Instruction Card for, 211. 
Hard Coal from Pile to Foundry, 

Instruction Card for, 207. 
Hard Coal from Pile to Greenhouse, 

Instruction Card for, 207. 
Iron Pigs, Instruction Card for, 204. 
Sand, Instruction Card for, 210. 
Causes for failure to make rate, 20. 
Change in work to relieve monotony, 57. 
Checking rates, 16. 
Chucks, Jaw, for Boring Mills, 99. 
Classes of Production Time Studies on 

Automatic Machines, 36. 
Classification of Time Study Data, 183. 
Cleaning Inside of Windows, Instruction 
Card for, 211. 
Outside of Windows, Instruction Card 

for, 212. 
Windows without use of Ladder, In- 
struction Card for, 212. 
Combining Elements, 86. 
Comparison of Calculated Conclusion 
and Time Studies on Molding Opera- 
tion, 259. 
Time Study and Production Study 

Summaries, 33. 
Wage Payment Plans, 345. 
Compiling Time Studies on elementary 

operations, 80. 
Complete Operation, defined, 81. 
Computation of "payments" — Sawing- 

off Metal Stock, 311. 
Computing Earnings, Automatic Dove- 
tailing, 327. 
Premium Earnings, Blue Printing De- 
partment, 300. 
Workers' Earnings, Paper Box Mak- 
ing, 305. 
Control, Feed and Speed, Boring Mill, 
125. 
Incentive of Control by "Units," 292. 
Control of Annealing Processes, 290. 

Variable Tasks, 289. 
Control "Unit" of Variable Tasks, 290. 
"Corrected Weight" Table, Blue Print, 

300. 
Curve, Allowance, Drop Forging, 268. 
Curve, Time Study Data, for Heating 
Bars, 266. 
for Loading Furnace, 266. 
Curves, Allowance, Plotting, 60-64. 
Use of time, 64, 65. 



Curves of Delay Allowances, 17. 
Curves for Forging Procedure, Data, 

264. 
Customary Handling Time Allowance, 

163. 
Cut-off Units, Angle Steel, 316. 
I-Beams and Channel Steel, 317. 
Rectangular Steel Bars, 313. 
Square and Round Steel Bars, 312. 
Cycle, Dividing, in Production Study, 

23- 
Cycle Time, 13. 

D 

Data, Filing Time Study, 184. 
Data Curves for Forging Procedure, 264. 
Day work Plan of Recompense, 333. 
Daywork Recompense, Unfairness of, 

335- 
Definition of Hands of Machine, 81. 
Delay Allowances, Averaging, 49. 

Establishing, 53. 
Delays, Analysis of, in Time Study on 
Automatic Heading Presses, 40-48. 
Revealed by Production Study on 
polishing rifle barrel, 33. 
Department Progress Sheet, 178. 
Detail of Production Study on polish- 
ing rifle barrel, 25-31. 
Detail Time for Loosening Boring Mill 
Jaws to Remove Piece, Time Table 
for, 154. 
for Loosening Boring Mill Chuck Jaws 
to Remove Piece to Floor by Hand, 
Time Table for, 154. 
for Securing Chain Sling on Piece in 
Boring Mill, to Hoist and Remove, 
Time Table for, 155. 
to Hoist and Remove Piece in Boring 
Mill to Floor, Time Table for, 156. 
to Hoist Piece from Floor and Land in 

Boring Mill, Time Table for, 108. 
to Make Piece Run True in Boring 
Mill Chuck Jaws, Time Table for, 
no. 
to Secure Chains about Work and 
Hoist to Boring Mill Table, Time 
Table for, 107. 
to Tighten Jaws on Work, Time Table 
for, in. 
Determining Time Allowances, 54. 
Developing a Rate from Fundamental 
Operation Tables, Example in, 157. 
Deviation, Average, 13. 

Factor, 13. 
Deviation values, Average, 14. 
Deviations, Individual, 13. 
Differential Bonus, Applied to Flat 
Piece work, 346. 
Effect on production, 347. 
Dividing Cycle in Production Study, 23. 
Divisions, Elementary, 7. 
Dovetailing, Automatic, 323. 
Computing earnings, 327. 
Machine Force, 323. 



359 



Dovetailing, Machine Operating Time, 
326. 
Preparatory Operations, 324. 
Production, 327. 

Standardization of Procedure and 
Equipment, 324. 
Drilling and Parting Steel Bushing, Rate 

Table for, 246. 
Drilling and Reaming a Plunger Rod, 

Instruction Card for, 198. 
Drilling and Reaming Steel Bushing, 

Rate Table for, 247. 
Drilling and Tapping Crank Bodies, 

Instruction Card for, 198. 
Drilling Operations on Crank Shaft 
Bearing, Instruction Card for, 218. 
Drop Forging Allowance Curve, 268. 
Instruction Card, 269. 
Operations, Rating, 263. 
Duration of Production Study, 20. 
Time Studies of Automatic Machin- 
ery, 36. 



E 



Earnings, Premium, Computing blue 

printing, 300. 
Economic Conduct of Blue Print De- 
partment, 295. 
Economic Value of Time Study, 79. 
Effect of Differential Bonus on Produc- 
tion, 347. 
Fatigue on Production, 54. 
Placing Variable Operations on a 

Time Basis, 73-75. 
Rest Period on Time of Production, 
55, 56. 
Element, defined, 80. 
Elementary Divisions, 7. 

Motions of a Fundamental Operation, 

85. 
Operation, defined, 80. 
Operations, Compiling Time Studies 

on, 80. 
Time Tables, 80. 
Elements, Combining, 86. 
Elimination of Abnormal Items, 12. 
Established Incentives, 338. 
Establishing Delay Allowances, 53. 
Estimating Rates from Time Study 

Data, 79. 
Example in developing a Rate from 

Fundamental Operation Tables, 157. 
Exposure, Blue Printing, Standardizing, 

297. 



Facing and Boring, Bronze Bushing, 

Table for, 233. 
Facing Bronze Bushings, Extra length 

of run, Rate Table for, 234. 
Facing Flange on Bronze Bushing, Rate 

Table for, 239. 
Factor, Deviation, 13. 



Factors affecting Time of Performance 
of Task, 6. 
Out of control of operator, 6. 
Within control of operator, 6. 

Failure to make rate, Causes for, 20. 

Fairness of a task, 53. 

Fatigue Allowance, 54. 

Fatigue and Delay Allowances, Produc- 
tion Study for, 58, 59. 

Fatigue, Effect on Production, 54. 

Feed and Speed Control, Boring Mill, 125. 

Filing Time Study Data, 184. 

Filleting Bronze Bushing, Rate Table 
for, 240. 

Flat Shop Allowance, 16. 

Force, Operating, Blue Print Depart- 
ment, 296. 

Foreman, gang, Bonus plan for, 353. 

Forging, Drop, Allowance Curves, 268. 

Forging Procedure, Data Curves for, 264. 

Forming, Time Study Data Curves for, 
268. 

Forms for Production Study, 24, 32. 

Formula, Allowance, Carl G. Barth's 
original, 60. 

Formula for Series of Time Allowance 
Curves, 64. 

Frequency of rioting production in Pro- 
duction Time Studies on Automatic 
Machines, 37. 

Fundamental Operation, defined, 80. 
Elementary Motions of a, 85. 

Fundamental Operation Tables, Exam- 
ple in developing a rate from, 157. 

Fundamental Operation Time Study, 7. 

Function of Time Study on Automatic 
Machine, 35. 

Functions of a Production Study, 34. 

G 

Gang Foreman, Bonus Plan for, 353. 
Gantt's Premium System, 339. 
Group Supervisors, 349. 
Guarantee of Rate, 19. 

H 

Halsey Premium System, 340. 

Hand Feed Operation on a Cam Shaft 

Beaming, Instruction Card for, 216. 
Handling Bar Stock, Time Study Data 

Curve for, 267. 
Operation, Job Card for, 213. 
Time Allowance, Customary, 163. 
Hands of Machine, defined, 81. 
Heating Bars, Time Study Data Curve 

for, 266. 
Hundred per cent. Operator, 14. 



Incentives, 337. 
established, 338. 
for indirect producers, 348. 
of control by "Units," 292. 



— 360 



Individual deviations, 13. 
Individual Time, Minimum, Ascertain- 
ing, 13- 
Influence of fatigue on production, 55. 
Instruction Card, Arrangement of, for 

Cast Iron Bushing, 158-163. 
Instruction Card for Assembly of an 

Oil Pump Drive, 215. 
for Brass Rolling Mill, 283. 
for Cap of Cam Shaft Bearing, 215. 
for Carting Ashes, 208. 
for Carting Coke, 208. 
for Carting Crushed Stone, 210. 
for Carting Fire Brick, 211. 
for Carting Hard Coal from Pile to 

Foundry, 207. 
for Carting Hard Coal from Pile to 

Greenhouse, 207. 
for Carting Iron Pigs, 204. 
for Carting Sand, 210. 
for Cast Iron Bushings, 159. 
for Cleaning Inside of Windows, 211. 
for Cleaning Outside of Windows, 212. 
for Cleaning Windows without use 

of Ladder, 212. 
for Drilling and Reaming a Plunger 

Rod, 198. 
for Drilling and Tapping Crank 

Bodies, 198. 
for Drilling Operation on Cam Shaft 

Bearing, 218. 
for Hand Feed Operator on Cam Shaft 

Bearing, 216. 
for Machine Adjuster, 225. 
for Machine Adjuster and Tool Setter, 

225. 
for Machining a Cradle for a 12-inch 

Motor, 200, 201. 
for Machining a Piston Rod Shaft, 

197. 
for Machining Cast Iron Wheel, 193. 
for Machining Small Wheels from Bar 

Stock, 193. 
for Making and Closing a Mold, 202. 
for One Man to Unload a Soft Coal 

Car under Special Conditions, 206. 
for Planing Cap Squares, 199. 
for Tool Department, Premium, 226. 
for Turning and Threading Screw, 196. 
for Two Men to Unload a Soft Coal 

Car under Special Conditions, 206. 
for Unloading Box Cars, 204. 
for Unloading Coal Cars through 

Smith Shop Window, 205. 
for Unloading Flat Bottom Freight 

Cars, 202. 
for Unloading Gas Coal Barges, 219. 
for Unloading Soft Coal from Flat 

Bottom Freight Cars, 205. 
for Unloading Steam Coal Barges, 

220. 
Instruction Card, Machine Adjuster, 18, 

49, 50. 
Machine Operator, 49, 50. 
Tabor Manufacturing Co., 222. 
Workman, 18. 



Instruction Cards, 191. 

Preparation of, 179. 

Rate Table as, 231. 

Stimulus of, 194. 
Interchange of Operators, 57. 
Interruptions in Production Study, 25. 
Investigation Brass Rolling Mill Pro- 
cess, 275. 
Investigations of Molding Processes, 
253- 



Jaw Chucks for Boring Mill, 99. 

Job, Analysis of, 7. 

Job Card for Handling Operation, 213. 

for Machining Operation, 214. 
Job, defined, 81. 

Journaling Steel Pins, Rate Table for, 
243- 



Land Piece from Floor to Boring Mill 

Chuck Jaws on Machine by Hand, 

Time Table for, 105. 
Landing Work on Boring Mill Table by 

Hoist, Time Table for, 106. 
Loading furnace, Time Study data curve 

for, 266. 
Loosen and Clamp Boring Mill Head, 

Time Table for, 94. 
Loosen and Remove Boring Mill Tools 

Set for Cuts on Face, L. H., R. H., 

Time Table for, 120. 
Loosen and Remove Boring Mill Tools 

Set for Cuts on Outside Diameter, 

R. H., Time Table, 119. 
Loosen and Remove Boring Mill Tools 

Set for Cuts on Outside Diameter, 

L. H., Time Table, 120. 

M 

Machine, Blue Printing, Calibration of, 
296. 
Adjuster, Instruction Card for, 225. 
Adjuster and Tool Setter, Instruction 

Card for, 225. 
Hands of, defined, 81. 
Manipulating the, 82. 
Machine Time, Automatic Dovetailing, 
324. 326. 
Sawing off Metal Stock, 310. 
Machine Time Study, Procedure for, 81. 
Machining Cast Iron Wheel, Instruction 
Card for, 193. 
a Cradle for a 12-inch Motor, Instruc- 
tion Card for, 200, 201. 
a Piston Rod Sleeve, Instruction Card 

for, 197. 
Small Wheels from Bar Stock, In- 
struction Card for, 193. 
Machining Operation, Job Card for, 
214. 
Standardization of, 152. 



361- 



Manipulate Boring Mill to Set Rough- 
ing Tool and Start First Cut on 
Face, Time Table, 136. 

to Set Roughing Tool and Start First 
Cut on Outside Diameter, Time 
Table, 128. 

to Set Roughing Tool to Depth and 
Start Additional Cuts in a Different 
Plane on Outside Diameter, Time 
Table, 131. 

to Set Roughing Tools and start Ad- 
ditional Cuts on Outside Diameter 
in the Same Plane, Time Table, 132. 

to Set Finishing Tool and Start First 
Cut on Outside Diameter, Time 
Table, 133. 

to Set Finishing Tool and Start Ad- 
ditional Cut on Outside Diameter 
in the Same Plane, Time Table, 
136. 

to Set Finishing Tool and Start Ad- 
ditional Cuts in Different Planes 
on Outside Diameter, Time Table, 

135- 

Making and Closing a Mold, Instruc- 
tion Card for, 202. 
Manipulate Boring Mill Turret Head, 
Time Table, 123. 
Levers to Rapid Travel Ram Head 

by Power, Time Table, 124. 
Levers to Travel Boring Mill Ram 
Head by Hand, Time Table, 123. 
Manipulating the machine, 82. 
Manipulation, Boring Mill, Time Table, 

122. 
Manipulation of Boring Mills to Start 

Cuts, 121. 
Material Data, Brass Rolling Mill, 

276. 
Measure of a Task, 53. 
Measure of Work, Brass Rolling Mill, 
276. 
Sawing off Metal Stock, 309. 
Variable Tasks, 290. 
Wage Payment for,' 336. 
Method of Taking Time Studies, 6. 
Mill, Brass Rolling, Average Composi- 
tion and Weight of Materials for, 
278. 
Instruction Card, 283. 
Material Data, 276. 
Measure of Work, 276. 
Reduction Table, 279. 
Roll Speeds, 277. 
Standard Time Allowances, 277. 
Time Required for Rolling, 279. 
Time Study Summary, 283. 
Trucking Practice, 276. 
Minimum individual time, Ascertaining, 

13- 
Molding Processes, Investigations of, 

253- 
Motions, Elementary, of a fundamental 

operation, 85. 
Move Boring Mill Jaws In or Out to 

Line, Time Table, 104. 



Moving Boring Mill Rail by Power, 
Time Table, 91. 

N 

Need of Suitable Time Allowances, 53. 
Noted delays in Production Time Study 

on variable operation, 69. 
Noting Production in Production Time 

Study on Automatic Machines, 

Frequency of, 37. 
Number of Obseivations required, 12. 

O 

Objects of Time Study, 3, 4. 
Observation Board, 8. 
Observation Sheet, 8. 

Specimen of, 10. 
Observations, Number required, 12. 
Oil Pump Drive, Assembly of, Instruc- 
tion Card for, 215. 
Oiling Boring Mill, Time Table, 89. 
Operating Force, Blue Print Depart- 
ment, 396. 
Operation, Elementary, Compiling Time 

Studies on, 80. 
Operation, Elementary, defined, 80. 

Fundamental, defined, 80. 

Fundamental, Elementary motions of, 

85. 
Fundamental, Examples in develop- 
ing a rate from, 157. 
Handling, Job Card for, 213. 
Machining, Job Card for, 214. 
Standardization of, 152. 
Operation, Preparatory, on Boring Mills, 

87. 
Operation Sheet used at the H. H. 

Franklin M'f'g Co., 218. 
Operation Tables, Fundamental, Exam- 
ples in developing a rate from, 157. 
Operation Time Study, 7. 
Fundamental, 7. 
Procedure followed, 9. 
Operator, Factors in and out of control 
of, 6. 
Hundred per cent., 14. 
Operators, Additional, 57. 

Interchange of, 57. 
Organizing a Time .Study Department, 

169-180. 
Overseers of Production, Assistant, 1S0. 



Paper Box Making, Computing Wage 
Earnings, 305. 
Premium on minimum scrap, 303. 
Rating, 303. 

Scrap conversion table, 304. 
Part-progress Sheet, 176. 
Payment, wage, Measure of work for, 

336. 
Performance of Task, Factors affecting, 
6. 



— 362 



Piece Rate System, Taylor Differential, 

339- 
Piece Work, Flat, Differential Bonus 

applied to, 346. 
Piece Work, Recompense, 333. 

Objections to, 335. 
Planing Cap Squares, Instruction Card 

for, 199. 
Planning Box for Time Study division, 

I75 ' 
Plotting Allowance Curves, 60-64. 

Preliminary Observations, 6. 

Premium Earnings, Computing Blue 

Printing, 300. 
Premium Instruction Card for Tool De- 
partment, 226. 
Premium Records, Blue Print Depart- 
ment, 302. 
Premium System, Barth, 341. 
Gantt, 339. 
Halsey, 340. 
Rowan, 341. 
Taylor, 339. 
Premium on minimizing scrap in paper 

box making, 303. 
Preparation of Instruction Cards, 179. 
Preparation Time, 16. 
Preparation Time Allowance, 16. 
Preparatory operations, Automatic dove- 
tailing, 324. 
Preparing boring mills to receive work, 87. 
Principle of time study, 4. 
Procedure, Standardization of blue print- 
ing, 296. 
Procedure followed in taking an Opera- 
tion Time Study, 9. 
Procedure for Machine Time Study, 81. 
Procedure in Production Time Studies 
on automatic machines, 36-37, 51. 
Procedure in Time Study work, 4. 
Producers, Incentives for indirect, 348. 
Production, Assistant Overseers of, 180. 
Effect of fatigue on, 54. 
Effect of rest period on, 55, 56. 
Production formula for automatic head- 
ing press, 48, 49, 51. 
Production Study, 20. 
Dividing cycle in, 23. 
Duration of, 20. 
Functions of a, 34. 
Interruptions in, 25. 
Making the, 21. 
Production Study for fatigue and delay 

allowances, 58, 59. 
Production Study in detail, Analysis of, 

3i- 

Summary of, 32. 
Production Study on polishing rifle bar- 
rel, 21. 
Delays revealed, 33. 
Details of, 25-31. 
Production Study to check rates, 20. 
Production summary of Production 

Study, 32. 
Production Tally Sheet, Steel Cut-Off, 
318. 



Production Time Study on automatic 
machines, 35. 
Frequency of noting production on, 

37- 
on a series of heading presses, 37- 

5 2 - 

on variable operations, 66-75. 
Production Time Study, Classes of au- 
tomatic machine, 36. 

Divisions of work in automatic ma- 
chine, 36. 

Duration of automatic machine, 36. 

Function of automatic machinery, 36. 

Procedure on automatic machinery, 

5 1 - 

Recording delays in automatic ma- 
chine, 38-40. 
Variable operations, 69. 
Progress Sheet, Department, 178. 
Putting Radius on Bronze Bushing, 
Rate Table for, 235. 



Qualifications of Time Study Ob- 
server, 5. 
of Time Study operator, 5. 

R 

Raise or Lower Boring Mill Tool Post 

in Ram, Time Table, 98. 
Rate, Causes for failure to make, 20. 
Developing, from Fundamental Oper- 
ation Tables, Example in, 151. 
Task, 337. 
Rate Guarantee, Workman's, 19. 
Rate Setter, Authority of, 175. 
Rate Tables, 231. 

as Instruction Cards, 231. 

Boring and Facing Bronze Bushing, 

233. 
Drilling and PartingSte el Bushings, 

246. 
Drilling and Reaming Steel Bushings, 

247. 
Facing Bronze Bushing, Extra length 

of run, 234. 
Facing Flange on Bronze Bushing, 

239- 
Filleting Bronze Bushing, 240. 
Journaling Steel Pins, 243. 
Putting Radius on Bronze Bushing, 

235- 
Threading Steel Pins, 244. 
Turning and Facing Bronze Bushings, 

236. 
Turning and Facing Flange on Bronze 

Bushing, 238. 
Turning and Parting Steel Pins, 242. 
Turning Forged Hexagon Head Bolts, 

245- 
Rates, Estimating from Time Study 

data, 79. 
Rates of Recompense, Need of just, 

334- 



— 363 



Rating automatic dovetailing, 323. 

Blue print production, 298. 

Drop forging operations, 263. 

Paper box making, 303. 

Sawing off metal stock, 309. 

for a standard bronze bushing, 232. 

for a standard steel pin, 241. 

Tasks by taxing waste, 295. 
Reasonable pace, defined, 6. 
Recompense, based on "Units," 291. 

Day work plan, 333. 

Piece work, 333. 

Unfairness of day work, 335. 
Recording delays in Production Time 
Study on automatic machines, 38- 
40. 
Recording observations, 1 1 . 
Recording work of Time Study Division 

175- 

Records, Blue Print Department Pre- 
mium, 302. 

Reduction Table, Brass Rolling Mill, 279. 

Relationship between cross section area 
of bar and time consumed per cut, 
Sawing off metal stock, 310. 

Remove and Replace Boring Mill Tool 
Post or Bar, Time Table, 97. 

Remove Boring Mill Chuck Jaws from 
Table, Time Table, 102. 

Removing Boring Mill Tools, 1 1 8. 

Required number of observations, 12. 

Requirements for Time Study man, 172. 

Rest period, Effect of on Production, 

55, 56. 
Reverse Boring Mill Jaws on Table, 

Time Table, 103. 
Revision of methods and processes of 

manufacture by Time Study, 171. 
Rhythm in work, Effect of, 54. 
Rivalry, Effect of on production, 57. 
Roll Speeds, Brass Rolling Mill, 277. 
Rolling, Brass, 275. 
Rolling process on cartridge case metals 

280. 
Rowan Premium System, 341. 
Rule for grouping elements, 8. 



Sawing-off Metal Stock, Machine 
Time, 310. 
Measure of work, 309. 
Rating, 309. 
"Units," 310. 
"Unit Tables," 311. 
Scrap Conversion Table, Paper box 

making, 304. 
Selected minimum time, 13, 15. 
Selected time, 16. 
Set Boring Mill Chuck Jaws to Line, 

Time Table, 101. 
Set Boring Mill Finishing Tool and Start 
First Cut on Face, R. H., Time 
Table, 140. 
Start First Cut on Face, L. H., Time 
Table 141. 



Start First Cut to Just Finish Face, 

Time Table, 140. 
Start First Cut on Outside Diameter, 
Revolving Turret to bring Tool 
into Position, Time Table, 147. 
Start First Cut on Face to Finish, Re- 
volving Turret to bring Tool to 
Position, Time Table, 149. 

Start Additional Cut in different Plane 
on Face, Time Table, 141. 

Start Additional Cuts in a Different 
Plane on Outside Diameter, Time 
Table, 147. 

Start Additional Cut on the Outside 
Diameter, in the Same Plane, Lower- 
ing Head without Changing Diam- 
eter, Time Table, 147. 

Start Additional Cut in same Plane 
or Face, Time Table, 142. 

Start Additional Cut in Different 
Plane on Face to just Finish, Time 
Table, 150. 

Start Additional Cut in Same Plane 
or Face, Moving Head over to An- 
other Surface, Time Table, 150. 
Set Boring Mill Finishing Tool by 
Micrometer Index and Start First 
Cut on Face, Time Table, 142. 

Start Additional Cut in Different 
Plane on Face, Time Table, 143. 
Set Boring Mill Roughing Tool, Start 
First Cut on Face and Remove Tool, 
R. H., Time Table, 137. 
Set Boring Mill Roughing Tool, Start 
First Cut on Face and Remove Tool, 
L. H., Time Table, 137. 

Start First Cut on Outside Diameter 
and Remove Tool, R. H., Time 
Table, 134. 

Start First Cut on Outside Diameter 
and Remove Tool, L. H., Time 
Table, 134. 

Start First Cut on Outside Diameter, 
Revolving Turret to Bring Tool to 
Position, Time Table, 145. 

Start First Cut on Face (Tools held 
in Turret Tool Post), Time Table, 
148. 

Start Additional Cut in Same Plane 
on Face, Time Table, 139. 

Start Additional Cuts in Different 

Plane on Face, Time Table, 138, 148. 

Set Boring Mill Roughing Tool Held in 

Turret Head, start Additional Cut 

on Outside Diameter, Time Table, 

145- 

Set Boring Mill Tool and Start Cut on 
Outside Diameter in Same Plane, 
Lowering Tool without changing 
Diameter of Cut, Time Table, 146. 
Start Cut on Outside Diameter, Re- 
volving Turret to bring Tool to 
Position, Time Table, 146. 

Set Boring Mill Tools where Power Feed 
is Thrown In, Tools held in Turret 
Tool Post, Time Table, 150. 



— 364 



Set and Tighten Boring Mill Roughing 

Tool, Start Cut and Remove Tool, 

R. H., Time Table, 129. 
Start Cut and Remove Tool, L. H., 

Time Table, 129. 
Setting Calibers to Scale, Time Table, 

126. 
Setting rates for sawing off metal stock, 

309- 

Setting tools on Boring Mills, 112. 
Setting Tools in Boring Mill Tool Posts 
for, 
Finishing Cut on Face, L. H., Time 

Table, 115. 
Finishing Cut on Face, L. H., Time 

Table, 116. 
Finishing Cut on Outside Diameter, 

R. H., Time Table, 115. 
Roughing Cut on Face, R. H., Time 

Table, 113. 
Roughing Cut on Face, H. H., Time 

Table, 114. 
Roughing Cut on Outside Diameter, 

R. H., Time Table, 113. 
Roughing Cut on Outside Diameter, 
L. H., Time Table, 114. 
Shop Allowance, Flat, 16. 
Speed and feed control, Boring Mill, 

I2 5- 

Standard conditions, Importance of, 6. 
Standard Process cycles, 188. 
Standard time, 16. 

Standardization of implements, Reason 
for, 3. 

of Machining operation, 152. 

of method, Reason for, 3. 

of procedure, Automatic dovetailing, 

324- 

Starting Cuts, Boring Mills, Manipu- 
lation for, 12 1 ^ 

Steel Cut-Off Production Tally Sheet, 
318. 

Steel Molding in Metal Flasks, Time 
Study of, 254. 

Stimulus of Instruction Cards, 194. 

Stop watch, Type of, 8. 

Suitable time allowances, Need of, 53. 

Summary of Time Study, 15. 

Summary of Time Study on polishing 
rifle barrel, 22. 

Supervisors, Group, 349. 

Survey, Preliminary, 6. 

Survev of the work of an establishment, 
170. 



Taking Time Studies, Methods of, 6. 

Tally Sheet, Steel Cut-Off, 3i8._ 

Task, All important considerations of a, 

3- 

Measure of, 53. 

What constitutes a, 3. 
Task performance, Factors affecting, 6. 
Task rate, 337. 

Taylor differential piece rate system, 
339- 



Tax on waste, 295. 

Threading Steel Pins, Rate Table for, 

244. 
Time, selected, 16. 
Time allowance curves, Formula for 

series, 64. 
Time Allowances, Determining, 54. 
Time allowances, Need of suitable, 53. 

Standard for brass rolling mill, 

2 77- 
Time basis for variable operation, Effect 

of, 73, 75. 
Time study, Benefits derived from de- 
lays, on automatic heading presses, 
40-48. 
Economic value of, 79. 
Fundamental operations, 7. 
Methods of taking, 6. 
Objects of, 3, 4. 
Operations, 7. 
Time Study, Principle of, 4. 

Revision of methods and processes of 
manufacture by, 171. 
Time study data, Classification of, 183. 
Estimating rates from, 79. 
Filing, 184. 
Time study data curve for forming, 268. 
for handling bar stock, 267. 
for heating bars, 266. 
for loading furnace, 266. 
for trip hammer, 267. 
Time Study Department, Organizing a, 
169-180. 
Work of a, 169. 
Time study engineer, Duties of, 170. 
Time study man, Requirements for a, 

172. 
Time study observation sheet, Lapping 
heading dies, 72. 
Specimen of, 9. 
Time study observer, 5. 

Duties of, 174. 
Time study operator, 5. 
Time study organization, Example of, 

173- 
Time study procedure, 4. 
Time study progress, Work card for 

recording, 176. 
Time study on polishing rifle barrel, 
Summary of, 22. 
Steel molding in metal flasks, 254. 
Time studv summary, Brass rolling mill, 

283. 
Time study supervisor, Duties of, 174. 
Time Table for Gisholt Boring Mill, 
Detail Time to Hoist piece from Floor 

and land in Machine, 108. 
Detail Time to Hoist and Remove 

Piece to Floor, 156. 
Detail Time for Loosening Jaws to 

Remove Piece, 154. 
Detail Time for Loosening Jaws to 
Remove Piece to Floor by Hand, 

154- 

Detail Time to Make Piece Run True 
in Chuck Jaws, no. 



365 



Time Table for Gisholt Boring Mill, 

Detail Time to Secure Chains about 
Work and Hoist, 107. 

Detail Time for Securing Chain Sling. 
on Piece to Hoist and Remove, 155. 

Detail Time to Tighten Jaws on 
Chuck, in. 

Land Piece from Floor to Chuck Jaws 
on Machine by Hand, 105. 

Loosen and Clamp Head, 94. 

Loosen and Remove Tools Set for 
Cuts on Outside Diameter, R. H. 
Head, 119. 

Loosen and Remove Tools Set for 
Cuts on Face, R. H. Head, 120. 

Loosen and Remove Tools Set for 
Cuts on Face, L. H. Head, 120. 

Manipulate Turret Head, Loosen, 
Remove Turret and Tighten, 123. 

Machine manipulation, 122. 

Manipulate Levers to Travel Ram 
Head by Hand, 123. 

Manipulate Levers to Rapid Travel 
Ram Head by Power, 124. 

Manipulate Machine to Set Rough- 
ing Tools to depth and Start Ad- 
ditional Cuts in a Different Plane 
on Outside Diameter, 131. 

Manipulate Machine to Set Rough- 
ing Tools and Start Additional Cuts 
on Outside Diameter in the Same 
Plane, 132. 

Manipulate Machine to Set Finishing 
Tool and Start First Cut on Outside 
Diameter, 133. 

and Start Additional Cuts in Differ- 
ent Planes in Outside Diameter, 135. 

and Start Additional Cut on Outside 
Diameter in the Same Plane, 136. 

Manipulate Machine to set Roughing 
Tools and Start First Cut on Face, 
136. 

Move Jaws In or Out to Line, 104. 

Moving Rail by Power, 91. 

Oiling Machine, 89. 

Raise or Lower Tool Post in Ram, 98. 

Remove Jaws from Table, 102. 

Remove and Replace Tool Post or 
Bar, 97. 

Reverse Jaws on Table, 103. 

Setting Calipers to Scale, 126. 

Setting Jaws to Line, 101. 

Setting Tools in Tool Post for Rough- 
ing Cut on Face, in R. H. Head, 

113- 

Setting Tools in Tool Post for Rough- 
ing Cut on Face, in L. H. Head, 114. 

Setting Tools in Tool Post for Rough- 
ing Cut on Outside Diameter, Tool 
in R. H. Head, 113. 

Setting Tool in Tool Post for Rough- 
ing Cut on Outside Diameter, Tool 
in L. H. Head, 114. 

Set and Tighten Roughing Tool in 
Post, Start First Cut and Remove 
Tool, R. H. Head, 129. 



Time Table for Gisholt Boring Mill, 
Set and Tighten Roughing Tool, 

Start Cut and Remove Tool, L. H. 

Head, 129. 
Set Roughing Tool, Start First Cut 

on Outside Diameter and Remove 

Tool, R. H. Head, 134. 
Set Roughing Tool, Start First Cut 

on Outside Diameter and Remove 

Tool, L. H. Head, 134. 
Set Roughing Tool, Start First Cut on 

Face and Remove Tool, R. H. 

Head, 137. 
Set Roughing Tool, Start First Cut 

on Face and Remove Tool, L. H. 

Head, 137. % 
Set Roughing Tool and Start Addi- 
tional Cut in Different Plane on 

Face, 138. 
Set Roughing Tool and Start Addi- 
tional Cut in Same Plane on Face, 

139- 

Set Roughing Tool and Start First 
Cut on Outside Diameter, Revolv- 
ing Turret to Bring Tool to Posi- 
tion, 145. 

Set Roughing Tool Held in Turret 
Head and Start Additional Cut on 
Outside Diameter, 145. 

,Set Roughing Tool Held in Turret 
Head and Start Additional Cut in 
Outside Diameter, 145. 

Set Tool and Start Cut in Outside 
Diameter in Same Plane, Lowering 
Head without Changing Diameter 
of Cut, 146. 

Set Finishing Tool and Start Addi- 
tional Cut in a Different Plane on 
Outside Diameter, 147. 

Set Finishing Tool and Start Addi- 
tional Cut in Outside Diameter in 
the Same Plane, Lowering Head 
without Changing Diameter, 147. 

Set Finishing Tool and Start First 
Cut on Outside Diameter, Revolv- 
ing Turret to Bring Tool into Posi- 
tion, 147. 

Set Roughing Tool and Start First 
Cut on Face (Tools Held in Turret 
Tool Post), 148. 

Set Roughing Tool and Start Addi- 
tional Cut in Different Planes or 
Face, 14S. 

Set Finishing Tool and Start First 
Cut on Face to Finish, Revolving 
Turret to Bring Tool to Position, 
149. 

Set Finishing Tool and Start Addi- 
tional Cut in Same Plane or Face, 
Moving Head Over to Another Sur- 
face, 1 50. 

Set Finishing Tool and Start Addi- 
tional Cut in Different Plane or 
Face to Just Finish, 150. 

Setting Tools for Finishing Cut on 
Face, Tool in R. H. Head. 115. 



366 — 



Time Table for Gisholt Boring Mill, 
Setting Tools for Finishing Cut on 

Face, Tool in L. H. Head, 116. 
Setting Tools for Finishing Cut on 

Outside Diameter, Tool in R. H. 

Head, 115. 
Setting Tools for Finishing Cut on 

Outside Diameter, Tool in L. H. 

Head, 116. 
Set Finishing Tool and Start First 

Cut to Just Finish Face, 140. 
Set Finishing Tool and Start First 

Cut on Face, R. H. Head, 140. 
Set Finishing Tool and Start First 

Cut on Face, L. H. Head, 141. 
Set Finishing Tool and Start Addi- 
tional Cut in Different Plane on 

Face, 141. 
Set Finishing Tool and Start Addi- 
tional Cut in Same Plane or Face, 

142. 
Set Finishing Tool by Micrometer In- 
dex and Start First Cut on Face, 142. 
Set Finishing Tool by Micrometer 

Index and Start Additional Cut in 

Different Plane on Face, 143. 
Loosen and Remove Tools Set for 

Cuts on Outside Diameter, L. H. 

Head, 120. 
Set Tool to Start Cut on Outside Di- 
ameter, Revolving Turret to bring 

Tool to Position, 146. 
Set Tools where Power Feed is Thrown 

In, Tables held in Turret Tool Post, 

150. 
Total Time to Loosen Swivel Head 

and Clamp, 95. 
Total Time to Loosen and Swivel 

Head and Clamp Swivel Head to 

Angle, 95. 
Total Time to Move Rail, 92. 
Try Calipers on Work, 127. 
Time Table, Elementary, 80. 
Tools, Removing from Boring Mills, 

118. 
Tools, Setting for Boring Mills, 130. 
Total selected minimum time, 13. 
Total time to move boring mill rail, 

Time Table, 92. 
to Loosen Swivel Head of Boring Mill 

and Clamp, Time Table, 95. 
Total Time to Loosen and Swivel Boring 

Mill Head and Clamp Swivel to 

Angle, Time Table, 95. 
Trip hammer, Time Study data curve 

for, 267. 
Trucking practice, Brass rolling mill, 

276. 
Try Calipers on Work, Time Table, 127. 
Turning Forged Hexagonal Head Bolts, 

Rate Table for, 245. 
Turning and Facing Bronze Bushings, 

Rate Table for, 236. 



Turning and Facing Flange on Bronze 
Bushing, Rate Table for, 238. 

Turning and Parting Steel Pins, Rate 
Table for, 242. 

Turning and Threading Screw, Instruc- 
tion Card for, 196. 

U 

Unfairness of Day Work Recompense, 

335- 
"Unit" control of variable tasks, 290. 
"Units," Incentive of control by, 292. 

Recompense based on, 291. 

Sawing off metal stock, 310. 
"Unit Tables," Sawing off Metal Stock, 

3"- 

Unloading Box Cars, Instruction Card 
for, 204. 

Unloading Coal Cars through Smith 
Shop Window, Instruction Card for, 
205. 

Unloading Flat Bottom Freight Cars, 
Instruction Card for, 202. 

Unloading Gas Coal Barges, Instruction 
Card for, 219. 

Unloading Soft Coal from Flat Bottom 
Freight Cars, Instruction Card for, 
205. 

Unloading Soft Coal Under Special Con- 
ditions, One Man, Instruction Card 
for, 206. 

Unloading Soft Coal Car Under Special 
Conditions, Two Men, Instruction 
Card for, 206. 

Unloading Steam Coal Barges, Instruc- 
tion Card for, 220. 

Usable blue print paper, 299. 

Use of time allowance curves, 64, 65. 

Used blue print paper, Amount, 298. 

V 

Value of Time Study, Economic, 79. 
Variable operation, Effect of placing, 

on Time Basis, 73, 75. 
Variable operations, 66. 
Variable tasks, Control of, 289. 

Measure of work, 290. 
Variation allowance, 65. 

W 

Wage Payment Objectives, 336. 

Plans, Comparison of, 345. 

Systems, 333. 
Waste, Tax on, 295. 
Waste of blue print paper, 295. 
Work card for recording time study 

progress, 176. 
Work of a time study department, 169. 
Working cycle, 16. 
Workman's rate guarantee, 19. 



THE END 






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